MGT9711 Leading and Developing People Assessment University of Lincoln

Description of Assessment Task and Purpose    

The assessment for this module consists of two parts.

Part 1 is a critique of the idea of leadership in relation to your own organisation and your own practice.

Part 2 is a critique of the challenges that leaders face in building high performance individuals and teams. 

Part 1

A critique of the idea of leadership about the student’s own organisation and their own practice. (LO2 and LO3).

The purpose of this part of the portfolio is to critically analyse models of leadership and management in relation to your own organisation and your leadership practice. The focus of part one, is therefore, ‘self’ in relation to leadership. As a result of the analysis, and reflection on this analysis, it will be expected that you evidence an enhanced capacity to demonstrate your own leadership and practice. Part of the analysis and reflection will be drawing on the learning from discussion boards and workshops as evidence of how these have informed your learning, influenced perceptions, and challenged pre-conceptions about the idea of leadership.

A simple suggested structure for part one might be

• Introduction - a brief outline of your initial thinking about leadership in relation to developing people and yourself. 
• A series of points that link appropriate models/theories to your own experience and how your thoughts/perceptions etc. have changed on these as a result of your learning and your engagement in discussion.
• A summary on how and why your practice will change in relation to leading and developing people as a result of your learning and engagement in discussion.

Part 2 

Critique the challenges leaders face in the building of high-performance individuals and teams. (LO1, LO4, and LO5).

The second part of the portfolio is a critique of individual, group, and organisational behaviour underpinning leadership and management practice. In leading and managing others, as individuals and groups in organisations, you will need to demonstrate how skills, knowledge, and capabilities of others can be enhanced and developed. The focus on part two, therefore, is on ‘others’.

A simple suggested structure for part two might be

• Introduction - the meaning of development and high performance in the context of your organisation. 
• A series of points analysing the issues relating to development and high performance which can be based around examples drawn from your organisation.
• Some points about how development can be improved and higher performance achieved again in the context of your organisation. 
• Points showing the challenges that leaders face in relation to the development and high performance issues raised in the previous paragraphs.
• Conclusion drawing your arguments together.