Demonstrate an example of responsible leadership in an international organisation and critically evaluate its impact on the organisation’s performance

2025-01-10 15:13:43

Faculty of Business and Law

Assignment Brief Mode E and R Regulations

Module Title:	Global leadership	Assignment Number	CW1
Module Code:	6024SSL	Assignment Title	Report
Module Leader:		Assignment Credits	10

Release Date:	12^th September 2022
Submission Date/Time:	20/10/22 18:00
Submission Time and Place:	Submission through Turnitin ONLY

Assessment Information

This assignment is an individual assignment.

This assignment requires you to choose a global company with presence in the UK as well, for this task. With that global organisations as the context, you are required to:

a.Demonstrate an example of responsible leadership in an international organisation and critically evaluate its impact on the organisation’s performance

b.Explain the role of culture in integrating responsible leadership in the international organisation.

c.Critically assessing the responsible leadership in the international organisation propose recommendations for future global leadership of the organisations.

Criteria for Assessment

This table below indicates the criteria for assessment. Please also see the marking rubric at Annexure A

Criterion	Description	Assigned weighing
Background and Introduction	Introduction to the firm and indication of its international operation, with specification of the report’s objective and structure.	10%
Leadership Profile and Competencies	Summary of the firm’s key personnel and management team, including organisational hierarchy, expertise, responsibilities and reporting relationships.	20%
Responsible leadership in the organisation	Apply the academic knowledge on the responsible leadership on the chosen international organisation and demonstrate its role in organisational performance	20%
Culture and responsible leadership	National, and organisational cultures both formal and informal can play a role in assimilation of responsible leadership – demonstrating the understanding of theories and models of culture taught in the module explain its role in integration of responsible leadership in the organisation	20%
Theory and application	Use and application of relevant concepts, tools and frameworks from the module.	20%
Reading, referencing and structure	APA 7^th edition referencing, intext citation and reference list, consistent referencing, clear structure.	10%

This assignment is designed to assess learning outcomes:

1. Demonstrate thorough knowledge and understanding of the foundations of global leadership, including its history and multidisciplinary roots.

2. Critically evaluate the main categories of global leadership competencies.

3. Critically analyse and evaluate different process models for global leadership development.

Word Count

The word count is 2500

There will be a penalty of a deduction of 10% of the mark (after internal moderation) for work exceeding the word limit by 10% or more.

The word limit includes quotations and citations, but excludes the references list.

How to submit your assessment

The assessment must be submitted by 18:00 on 20/10/22. No paper copies are required. You can access the submission link through the module web.

Your coursework will be given a zero mark if you do not submit a copy through Turnitin. Please take care to ensure that you have fully submitted your work.
Please ensure that you have submitted your work using the correct file format, unreadable files will receive a mark of zero. The Faculty accepts Microsoft Office and PDF documents, unless otherwise advised by the module leader.
All work submitted after the submission deadline without a valid and approved reason (see below) will be given a mark of zero.
The University wants you to do your best. However we know that sometimes events happen which mean that you can’t submit your coursework by the deadline – these events should be beyond your control and not easy to predict. If this happens, you can apply for an extension to your deadline for up to 5 working days, or if you need longer, you can apply for a deferral, which takes you to the next assessment period (for example, to the resit period following the main Assessment Boards). You must apply before the deadline.

You will find information about the process and what is or is not considered to be an event beyond your control at https://share.coventry.ac.uk/students/Registry/Pages/Deferrals-and-Extension.aspx

Students MUST keep a copy and/or an electronic file of their assignment.
Checks will be made on your work using anti-plagiarism software and approved plagiarism checking websites.

GUIDELINES AND BACKGROUND TO THIS ASSIGNMENT

Plagiarism

As part of your study you will be involved in carrying out research and using this when writing up your coursework. It is important that you correctly acknowledge someone else’s writing, thoughts or ideas and that you do not attempt to pass this off as your own work. Doing so is known as plagiarism. It is not acceptable to copy from another source without acknowledging that it is someone else’s writing or thinking. This includes using paraphrasing as well as direct quotations. You are expected to correctly cite and reference the works of others. The Centre for Academic Writing provides documents to help you get this right. If you are unsure, please visit www.coventry.ac.uk/caw. You can also check your understanding of academic conduct by completing the Good Academic Practice quiz.

Self-plagiarism or reuse of work previously submitted

You must not submit work for assessment that you have already submitted (partially or in full), either for your current course or for another qualification of this and any other university, unless this is specifically provided for in your assignment brief or specific course or module information. Where earlier work by you is citable, ie. it has already been published/submitted, you must reference it clearly. Identical pieces of work submitted concurrently will also be considered to be self-plagiarism. Self-plagiarism is unacceptable because you cannot gain credit for the same work twice.

The University VLE includes a plagiarism detection system and assessors are experienced enough to recognise plagiarism when it occurs. Copying another student’s work, using previous work of your own or copying large sections from a book or the internet are examples of plagiarism and carry serious consequences. If you are a business student and joined Coventry University in September 2020 or later please use APA 7th edition referencing, if you joined prior to this date you may use APA or the existing Harvard Reference Style (Coventry version) that you are familiar with. Law students should use OSCOLA. Please be consistent in the referencing style that you use and use it correctly to avoid a case of plagiarism or cheating being brought. If you are unsure, please contact the Centre for Academic Writing, your Progress Coach or a member of the course team

Return of Marked Work

You can expect to have marked work returned to you 10 working days from submission deadline. If for any reason there is a delay you will be kept informed. Marks and feedback will be provided via Turnitin. As always, marks will have been internally moderated only, and will therefore be provisional; your mark will be formally agreed later in the year once the external examiner has completed his / her review

Annexure A Marking rubric

Criterion	Scale
	Up to 39%	40%-59%	60%-69%	70%-79%	80% or above
Background and Introduction (10%)	A very weak outline of the report that does not demonstrate the international operations of the chosen firm. There are no verifiable citations to support the facts presented with very limited statement of the report’s objective nor specification of its structure.	A weak outline of the diagnostic report that barely demonstrates the international operations of the chosen firm. Citations may be week and the objective(s) and the structure of the report are not clearly identified. The international operations of the company is not demonstrated clearly or appropriately enough .	A clear outline of the diagnostic report. However, there are some limitations in demonstrating the international operations of the chosen firm, adequate citations to support the facts presented and sufficient specification of the report’s objective and structure.	An very good outline of the diagnostic report demonstrating the international operations of the chosen firm. Some citations are used to support the facts presented. The introduction also specifies the objectives and structure of the report.	An excellent outline of the diagnostic report demonstrating the international operations of the chosen firm. Citations are used to support the facts presented. The introduction clearly specifies the objectives and structure of the report. Verifiable citations are used to support the facts presented. The introduction actively specifies the objectives and structure of the report.
Leadership Profile and Competencies (20%)	A very weak summary of the firm’s key personnel with an inadequate specification of the management team including the organisational hierarchy, expertise, responsibilities and reporting relationships.	A weak summary of the firm’s key personnel with a skeletal description of the leadership team(s) and organisational hierarchies. An inadequate discussion on the expertise, responsibilities and reporting relationships.	A good summary of the firm’s key personnel with an adequate specification of the management team including the organisational hierarchy, expertise, responsibilities and reporting relationships.	A very good summary of the firm’s key personnel with a detailed specification of the management team including the organisational hierarchy, expertise, responsibilities and reporting relationships.	An excellent summary of the firm’s key personnel with a thorough and up-to-date specification of the management team including the organisational hierarchy, expertise, responsibilities and reporting relationships. The account presented is in-depth. A broad range of reputed citations used.
Responsible leadership (20%)	A very weak presentation of responsible leadership in the chosen firm	A weak presentation of responsible leadership in the chosen firm. A brief reference to responsible leadership theory/literature but lacks depth.	A good presentation of responsible leadership in the chosen firm. The leadership profile of the chosen firm is argued with reference to responsible leadership constructs clearly arguing the stand taken by the students with help of extant literature and evidence. Some efforts is demonstrated in identifying a link between responsible leadership and its impact ton firm performance.	A very good presentation of responsible leadership in the chosen firm. The leadership profile of the chosen firm is argued with reference to responsible leadership constructs clearly arguing the stand taken by the students with help of extant literature and evidence. A comparative analysis of leadership style of the more than one leaders is presented to substantiate the argument of the role of responsible leadership in firm performance.	An excellent presentation of responsible leadership in the chosen firm. The leadership profile of the chosen firm is argued with reference to responsible leadership constructs clearly arguing the stand taken by the students with help of extant literature and evidence. A comparative analysis of leadership style of the more than one leaders is presented to substantiate the argument of the role of responsible leadership in firm performance. A wide range of latest, reliable academic, practitioner literature is presented with in-depth analysis to substantiate the argument.
National/organisational culture and responsible leadership. (20%)	A very weak discussion of the internal and external factors that shape the leadership style. There are barely any verifiable citations to support the facts presented.	A weak discussion of the internal and external factors that shape leadership style. Very few/unverifiable citations are used to support the facts presented. Some efforts to draw the link between culture and responsible leadership	A good discussion of the internal and external factors that shape leadership style. Verifiable citations are used to support the facts presented is support of the claim between culture and responsible leadership.	A very good discussion of the of the internal and external factors that shape leadership style. Verifiable citations are used to support the facts presented is support of the claim between culture and responsible leadership. More than one example from the organisation’s global footprint is presented to argue the claim,.	A very good discussion of the of the internal and external factors that shape leadership style. Verifiable citations are used to support the facts presented is support of the claim between culture and responsible leadership. More than one example from the organisation’s global footprint is presented to argue the claim, and discussed with the latest, reliable academic and practitioner literature.
Theory and application and recommendations (20%)	No or little attempt at integrating/discussing theoretical perspectives/models discussed in the module. No or very little attempt at integrating academic knowledge in the report. No recommendations.	A satisfactory level of synthesis with relevant theory and concepts. There is some evidence that additional research outside lectures/seminars has been undertaken. Theory is drawn from an adequate range of sources (textbooks, journals, news items etc.). Theories have not been fully developed nor concepts persuasively integrated to show understanding. A few lofty/wishlist of recommendations	A good critical analysis application of theoretical models/concepts on praxis. There is evidence that additional research outside lectures/seminar s has been undertaken. Theory is drawn from a wide range of sources (textbooks, journals, news items etc.). Theories have been developed and/or concepts integrated to show understanding. Meaningful recommendations arising out of the discussions presented in the submitted work.	A very good critical analysis application of theoretical models/concepts on praxis. There is evidence that additional research outside lectures/seminars has been undertaken. Theory is drawn from a wide range of sources (textbooks, journals, news items etc.). Theories have been developed and/or concepts integrated to show understanding. Robust recommendations	An excellent and through critical analysis application of theoretical models/concepts on praxis. There evidence of reading of and application of knowledge from a broad range of reliable and reputed resources. The application of theory to praxis is thoughtful and robust. Theories have been developed and/or concepts integrated to show understanding. Excellent recommendations in the SMART format (Specific, Measurable, Achievable, Relevant, Time-bound) which arise out of the discussion presented in the submitted work.
Reading, referencing and structure (10%)	Very limited or no referencing and citation. Only reference list is presented or only in-text citations are presented. Citations may be of dubious provenance. The report mainly consists of copied content from the lecture/seminar presentation slides. No structure to the report.	Some attempt at reading resources, citing and referencing is made but is week. The referencing and citation style is weak and does not always conform to the prescribed referencing style.	A good attempt at citing and referencing and some evidence of reading a range of resources. However, several inaccuracies in the referencing and citation style. The report has a structure which is clearly identified and followed.	Largely accurate referencing and citation style. Good structure. Evidence of reading of reputed resources. Information and assertions are cited appropriately throughout the report.	Flawless referencing and citation style using the APA or CU Harvard system. A very broad range of resources are consistently used. The structure and citations of the report are of the standard of reputed peer reviewed articles in the subject area.

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