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Talk to an Expert| Category | Assignment | Subject | Management |
|---|---|---|---|
| University | Oxford Brookes University (OBU) | Module Title | HOTO6005 Leadership & Professional Development in Tourism & Hospitality |
| Assessment Type | Report |
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| Academic Year | 2026/27 |
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Type of assessment: |
Report |
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Individual or group: |
Individual |
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Component weighting: |
Contributes 40% of the total module grade |
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Learning outcomes assessed |
2,3,4,5 |
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Submission date: |
1pm, Friday, 1 May WEEK 12 - Semester 2 |
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Feedback date: |
University results release day – June |
To demonstrate that the module learning outcomes detailed above have been achieved, you are required to prepare and submit the following.
SUMMARY TASK: Individual 2,000 words (+/-10%) Reflective Report Portfolio, excluding Reference List, plus Appendices
Critically evaluate the range of IHTI contemporary leadership competencies, acquired through developmental mentoring practice. Subsequently, identify and reflect upon your personal development in two (2) of these leadership competencies, using Gibbs Reflective Cycle and including a personal SWOT analysis. Support your claims with evidence from active engagement with personal experiences. Conclude the report by evaluating your 5-10 year leadership development plan, including your planned competency development, using SMART criteria.
To mark your assessment your tutors will use the following assessment criteria,
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40% |
A) THEORETICAL EVALUATION Using the module content (lecture and seminars), and the HOTO6005 Reading List and other independent research, critically evaluate contemporary literature that demonstrates the range of leadership competencies, acquired through developmental mentoring practice, required for contemporary IHTI Leaders and Leadership Teams. You will do this by: ✔ Questioning various arguments from evidence-based literature focused on leadership competencies that can be developed through mentoring. ✔ Evaluate facts, evidence, and well-argued debates. ✔ Research a breadth and depth of academic, peer-reviewed theories, concepts and/or models in both leadership and mentoring literature, to examine leadership competencies that can be developed through mentoring. You must evidence use of HOTO6005 taught content and the module Reading List. |
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30% |
B) “CURRENT YOU”: Reflective Practitioner Evaluation Select two (2) IHTI leadership competencies from Part A. Critically evaluate and reflect on your personal leadership experiences and development, developed through mentoring (and similar activities). Integrate compelling IHTI academic evidence supported by a wide range of evidence-based theories, concepts, and models, derived from the HOTO6005 taught content and the module Reading List. Apply Gibbs Reflective Cycle and a personal SWOT to your self-evaluation. Your evidence is located in the appendices. All appendices must be must be annotated (e.g. ‘add notes that give explanation or comment’) to contextualise and explain your evidence ✔ Appendix 1: A worked example using Gibb’s (1988) Reflective Cycle to (self-) evaluate the connections between your leadership and mentoring experiences in practice. ✔ Appendix 2: A personal SWOT related to your leadership and mentoring experiences in practice, including evidence from relevant tests and quizzes completed during the module. ✔ Appendix 3: Peer Mentoring: Evidence of your Mentor experience/practice . ✔ Appendix 4: Bacchus Mentoring Programme (BMP): Evidence of being a mentee ✔ Appendix 5: CW#2 Group Poster: Group- and self-reflection. ✔ Appendix 6: Other: Extra curricula leadership and mentoring-related (e.g. work, clubs, societies, voluntary work, student ambassador, and so on.) � Each appendix should contain only one piece of evidence. � All appendices must be correctly labelled and cross-referenced from the main report. � Each supporting appendix should be at least 1 page, and ideally no more than 2 pages. |
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20% |
C) “FUTURE YOU”: Personal leadership development and leadership competencies Conclude the report with critique of your personalised 5-10 year career development plan (using SMART criteria – Appendix 7), incorporating your planned leadership competency development and informed by evidence-based literature. Both your critique of and the career management plan must include your expected leadership competencies development over the 5-10 years post-graduation to demonstrate development of IHTI leadership competencies for a graduate/early-career leader. Appendix 7: To support your self-reflective career management discussion, you must provide a detailed and ‘SMART’ career management plan. Present this in table form. The Oxford Brookes careers website says: ‘A career plan helps you to determine your skills and interests, what career best suits your talents, and what skills and training you need for your chosen career. By developing a career plan, you can focus on what you want to do and how to get there’. � Highlight your career aims for each year post graduation, up to 5-10 years. � Discuss a range of competencies required to develop your capability and suitability for each job role. � Use SMART goals � Practical and realistic details for ongoing self-development. � Appendix 5 should be no longer than 2 A4 pages. � All appendices must be correctly labelled and cross-referenced. |
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10% |
D) Overall Professional Portfolio Report Presentation: Professionally produced and presented Report portfolio, with a logical structure that contains introduction, main body of the report and summary/conclusion. Using academic language and communication skills, including excellent grammar, spelling and punctuation. Reports should contain a content page (including full list of appendices), headings and subheadings (as appropriate), and page numbers. Originality: Please demonstrate exemplary creativity, critical thinking, and personal insight in this report. |
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E) Referencing & Reference List: Uses a deep and broad range of academic, peer-reviewed (both generic industry and IHTI-specific) literature and valid/reliable market data sources (as appropriate/relevant). Conforms to Harvard referencing for in-text citations and presentation of Reference List. |
Get Help in HOTO6005 Coursework 3: Individual Leadership & Mentoring Report Portfolio before Deadline
Buy Non Plagiarized AssignmentYour assignment when submitted should not include your name – we use a system of anonymous marking to reduce the risk of any unconscious bias. For some authentic assessments, there may be an exception to this, so please confirm with your Module Leader.
The authentic and essential requirements for this piece of assessed work are listed below. These requirements form part of your professional and skills development to produce high quality and professional-looking documents, as required in business.
Whilst we acknowledge that learners will prepare and produce assessments in different ways and at different paces, an indication as to how much time it will take you to prepare, produce, edit and submit this assessment is detailed below.
Words/pages that exceed the maximum allowed (see table below) will not be marked. If in doubt, you should discuss this with the Module Leader before submission.
The specified word count refers to the main body of the report and does not include front cover, title page, contents page, executive summary, reference list, bibliography or appendices. The word count does include headings, tables and in-text citations, but not equations or diagrams. Appendices themselves will not be marked. However, inappropriate use of appendices will be taken into consideration when awarding the final mark.
All students should complete the ‘Use of Artificial Intelligence’ course available on Moodle. After taking it, please upload your Certificate of Completion to the submission link on the Hosting Core Module HOTO6005: https://moodle.brookes.ac.uk/mod/assign/view.php?id=2933473
This link will take you to further guidance on the use of AI tools at Brookes. This link will take you to the Moodle course Use of Artificial Intelligence.
For this assessment specifically, the extent you can use AI tools is detailed below,
The new Turnitin policy effective from September 2022 can be found via this link. You are expected to be familiar with it. It is important to know that the reference list and quotations are included in the overall similarity report, and that these matches are expected and not problematic.
For more information on how to interpret your similarity index report, please refer to this link.
Assignment(s) on this module will be submitted through Moodle, using the Turnitin tool. You can find these here: Assessment Information & Submission Boxes
There will be three different and distinct submission dropboxes for each assessment:
1. Draft drop box - for student use only, to check your Turnitin SI% Report (see here)
There is a module draft submission box for each assessment (see #1 above) and this will not be viewed by the module leader, and any work submitted will not be assessed. You should upload a draft version of your assessment to produce a personal Similarity Index % (SI%) report. This should be done well in advance of the submission deadline. These submissions are not returned to the Turnitin repository, i.e. are not stored and therefore should not cause a future match.
2. Final submission drop box - for most submissions due on the (stated) submission deadline
Each coursework also has a separate ‘final’ submission dropbox (see #2 above), for the original deadline, as stated.
3. Exceptional Circumstances and Inclusion Support final submission drop box (EC/ISP) - ONLY for approved extensions
Lastly, anyone with an approved extension (e.g. ISP or EC) will use the ‘ISP/EC’ submission box (see #3 above) for their submission.
For all submissions, please take note:
Once the submission date has passed your module tutors will begin to mark your work. There are a number of phases to this which ensure fairness is maintained across the whole team including a pre-marking calibration meeting, marking and post-marking internal moderation of grades. Following internal moderation, a sample of work is reviewed by the External Examiner for the programme to ensure that the standards applied are comparable to those at other institutions. To read how your work is moderated please go to your programme handbook for details.
Feedback on your work will be provided in a range of ways at various times throughout this module, and different feedback will serve slightly different purposes. Feedback is designed to support your learning and help you to improve subsequent work, so you need to engage and get the most out of the feedback provided.
Please note that feedback is provided throughout the module not just on formally assessed tasks. It will be provided on your work and contribution in class, on the formal assessment tasks and, in some circumstances, during student office hours.
If you would like further information about feedback, or how to use it, please talk to your academic tutor on this module or your Academic Adviser or Programme Lead.
In the case of mid-semester assessments, provisional marks will normally be released 15 calendar days after the date of the submission and on the assumption that all students will have submitted by this date. For end of semester assessments, marks will normally be released after the exam board at the start of the following semester. Please note that all marks are provisional until they are ratified by an Examination Committee. Please see Key Dates for clarification.
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Assessment Criteria |
Refer 0-29% |
Marginal Refer 30-39% |
Threshold Pass 40-49% |
Good 50-59% |
Very Good 60-69% |
Excellent 70-85% |
Outstanding 85-100% |
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Conceptual Understanding (40%) |
No understanding of IHTI leadership and/or mentoring theories, nor leadership competencies; lacks relevance and accuracy. |
Minimal understanding of IHTI leadership competencies; weak grasp of key leadership and/or mentoring concepts and literature. |
Basic understanding of IHTI leadership competencies; limited critical evaluation of leadership and/or mentoring literature. |
Good understanding of IHTI leadership competencies; some critical engagement with leadership and/or mentoring literature. |
Very good understanding of IHTI leadership competencies; clear evaluation of leadership competencies using leadership and/or mentoring literature. |
Excellent critical evaluation of IHTI leadership competencies; insightful use of a wide range of sources from leadership and/or mentoring . |
Outstanding theoretical insights of IHTI leadership competencies; original and sophisticated critique of leadership and/or mentoring literature. |
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Linking Academic Theory to Personal Achievements (30%) |
No reflection or connection to personal experience of two competencies; lacks evidence in annotated appendices, as required. No evidence of Gibbs or personal SWOT.
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Limited reflection on two competencies; weak or unclear links to theory and personal development. Limited evidence in annotated appendices, as required. Limited evidence of Gibbs or personal SWOT.
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Some reflection on two competencies; basic application of theory to personal experiences, in annotated appendices, as required. Some evidence of Gibbs or personal SWOT.
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Good, reasonable reflection; theory applied to personal development with some evidence, in annotated appendices, as required. Good evidence of Gibbs or personal SWOT. . |
Very good reflection on two competencies; clear and relevant application of theory to personal achievements in annotated appendices, as required. Very good evidence of Gibbs or personal SWOT.
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Excellent integration of theory and personal reflection on two competencies; strong use of Gibbs and SWOT, and excellent annotated appendices. |
Exceptional reflection on two competencies; deep, critical and original integration of theory and personal development. Outstanding annotated appendices. |
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Future Leadership Development Plan and Evaluation (20) |
No SMART leadership development plan; lacks structure and relevance. |
Minimal SMART leadership development planning; vague or unrealistic goals. |
Basic SMART leadership development plan; limited use of SMART criteria and leadership development. |
Good, adequate SMART leadership development plan; some use of SMART goals and leadership competency development. |
Very good SMART leadership development plan; clear SMART goals and relevant leadership development. |
Excellent SMART leadership development planning; well-structured, realistic and evidence-based. |
Outstanding SMART leadership development plan; innovative, strategic and deeply informed by literature. |
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Overall Presentation & Referencing (10) |
Unstructured report; poor grammar and no (Brookes’ Harvard) referencing. |
Weak presentation; inconsistent (Brookes’ Harvard) referencing and poor layout. |
Basic structure; some (Brookes’ Harvard) referencing errors and limited clarity. |
Reasonable presentation; mostly clear structure and (Brookes’ Harvard) referencing. |
Very good presentation; clear layout, accurate (Brookes’ Harvard) referencing and academic style. |
Excellent presentation; professional layout, strong (Brookes’ Harvard) referencing and communication. |
Exceptional presentation; exemplary academic style, (Brookes’ Harvard) referencing and originality. |
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