QCF BTEC

INTERNAL VERIFICATION – ASSESSMENT DECISIONS

BTEC Level 7 Diploma in Strategic Management

Program title
& Leadership

Ms. Hiranthi Internal

Assessor Dr. Dillina Herath
Rathnayake Verifier

F/602/2058
Unit Developing Strategic Management and Leadership
Skills

Assignment title Leadership Report & Presentation

Learner’s name Padukkage Dona Harshani Priyangika Padukka

First submission / resubmission?

(Only one resubmission allowed, authorized by Lead Internal Verifier)

List which assessment and grading Pass Merit Distinction

criteria the assessor has awarded.

INTERNAL VERIFIER CHECKLIST Comments

Have the learner and assessor

confirmed the authenticity of the Y/N
evidence?

Do the assessment criteria awarded

Y/N
match those targeted by the brief?

Has the work been assessed

Y/N
accurately?

Does the assessment feedback to the

learner?
 Link to relevant assessment Y/N
criteria?
 Justify each assessment criterion
awarded?

Does the assessment decision need

Y/N
amending?

Assessor signature Date

Internal Verifier signature

Date

Lead Internal Verifier signature (if

Date
required)

Confirm action completed

Remedial action taken

Assessor signature Date

Internal Verifier signature Date

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required)
 Assignment Brief
BTEC Level 7 Diploma in Strategic Management and Leadership

To be filled by the Student

Name of the Student : Padukkage Dona Harshani Priyangika

Edexcel No: Registration No: COL/ E - 005697 Batch No: L7 –DIP-018

Unit Assessment Information

Qualification : Diploma in Strategic Management and Leadership

Unit Code & Title : Developing Strategic Management and Leadership Skills

Learning outcomes and grading opportunities:

AC 01: Understand the relationship between strategic management and leadership

Assessment Criteria AC1.1 AC 1.2 AC 1.3

AC 02: Be able to apply management and leadership theory to support organizational direction

Assessment Criteria AC 2.1 AC2.2

AC 03: Be able to assess leadership requirements

Assessment Criteria AC3.1 AC 3.2

AC 04: Be able to plan the development of leadership skills

Assessment Criteria AC 4.1 AC4.2

Date Issued : Date Due:

Date of Submission:

Assessor : Date Assessed:

Internal Verifier (IV): Date of IV:

Declaration

I declare that this assessment item is my own work, except where acknowledged, and has not
been submitted for academic credit elsewhere, and acknowledge that the assessor of this item
may, for the purpose of assessing this item:

 Reproduce this assessment item and provide a copy to another member of the University
and/or;

 Communicate a copy of this assessment item to a plagiarism checking service (which

may then retain a copy of the assessment item on its database for the purpose of future
plagiarism checking).

I certify that I have read and understood the Institute Rules in respect of Student Academic
Misconduct policy.

Signature ……………………………..
Date…………………
Unit Title: Unit 1 Developing Strategic Management and Leadership
Skills
Tutor’s Name: Ms. Hiranthi Rathanayake

Assignment Title & Learning Outcomes Covered: Assessment Criteria

Number: Covered:
Strategic Management and Outcome1: Understand the
Leadership - Report and relationship between strategic 1.1 , 1.2, 1.3,
Presentation(1 of 1) management and leadership

Submission Date: Outcome2:Be able to apply

management and leadership 2.1, 2.2
theory to support organizational
direction

Outcome3:Be able to assess 3.1, 3.2

leadership requirements

Outcome4:Be able to plan the 4.1, 4.2

Issue Date: 06.04.2019 development of leadership
skills
 Check carefully the hand in date and the instructions given with the assignment. Late
submissions will not be accepted.
 Ensure that you give yourself enough time to complete the assignment by the due date.
 Don’t leave things such as printing to the last minute – excuses of this nature will not be
accepted for failure to hand in the work on time?
 You must take responsibility for managing your own time effectively.
 If you are unable to hand in your assignment on time and have valid reasons such as
illness, you may apply (in writing) for an extension. (See your Student Handbook for
details.)
 Failure to achieve at least a PASS grade will result in a REFERRAL grade being given.
 Non-submission of work without valid reasons will lead to an automatic REFERRAL.
You will then be asked to complete an alternative assignment on next semester.
 Take great care that if you use other people’s work or ideas in your assignment, you
properly reference them, using the HARVARD referencing system, in you text and in list
of references, otherwise you may be guilty of plagiarism.
 If you are caught plagiarizing you could have your grade reduced to A REFERRAL or at
worst you could be excluded from the course.

Purpose of this assignment

This assignment has been designed in order to provide the learner with an understanding of
the links between strategic management, leadership and organizational direction and the
relevant leadership skills to apply the gained knowledge to a real world context.
The tasks depicted on this assignment would require extensive knowledge of the current
strategies and leadership styles in an organization. It is recommendable that the learner
address respective task in relation to the organization he learner is currently work in or an
organization that the person has knowledge of.

Scenario

Assume that you are being hired by an organization of your own choice (preferably the
organization you are currently working at or an organization you know well) as the head
of Human Resources department. The senior management of the organization is expecting
a turbulent time for organizations in Sri Lanka in the near future because of the dynamic
nature of internal and external environment. Senior management feels that unless
organization manage the situation, organization would be in a disadvantageous position. It
is of a paramount importance for the senior management of the organization to face the
situation with proper planning for current and future leadership requirements.
The director board ask you to prepare a report that that would produce a leadership
strategy which can be implemented realistically and a leadership development plan for
grooming future leaders for the organization and present it to the senior management of
the organization.
In order to obtain a clear picture of the situation, the senior management have encouraged
you to review and assess the organization’s management and leadership needs supported
by relevant theoretical frameworks and contemporary researches conducted on the subject
of strategic leadership.
Tasks to be addressed
Section A - Strategic Management and Leadership Report
Task 1 (LO1 and AC1.1,1.2,1.3)
You are required compile a report considering the relationship between management and
leadership in the selected organization along the following structure:
1. Depict the relationship between strategic management and leadership explaining the
link between the two concepts.
2. Analyse how leadership styles can have an impact on organisation’s strategic decision
making process.
3. Evaluate how above explained leadership styles can be different situations faced by
the organisations

Note: You must reference your findings to relevant management and leadership theories

Section B - Leadership strategy and development plan

In this section, you are required to assess current leadership requirements of the selected
organization and plan and develop a leadership strategy for the same. Assume that you are
requested by the top management of the organization prepare detailed document and present
it verbally to the top management. The supporting documentation and the verbal presentation
should address the following tasks.

Task 2 (LO2 and AC 2.1,2.2)

Reviewing the impact of selected theories of management and leadership would have on the
selected organization’s strategy, create a leadership strategy that would help in taking the
organization towards desired direction.

Task 3 (LO3 and AC 3.1, 3.2)

Taking in to consideration the organization you selected, use appropriate methods to review
the current leadership and management requirements within the organization and plan for
acquiring the skills that organization may require for future situations or challenges that
would materialize.

Task 4 (LO4 and AC 4.1, 4.2)

Assuming that in the selected organization’s managing director is going to retire in another
few years’ time, plan the development of leadership skills of identified understudies to
address the situation that might arise after the retirement of the managing director. Report on
the perceived usefulness of the development methods to be used in grooming a future
managing director for the organization.

IMPORTANT: General Guidance about Assessment Evidence

Primary and/or secondary research evidence findings must be appropriately referenced within
the report and research evidence attached as annexes to the report.
The written report must be presented in a professional manner, with front page, contents
page, page numbering, list of references and annexes.
The verbal presentation addressed on Section B must be supported by written work which is
part of the report (continuation of section A), printouts of presentation slides/videos,
presentation notes and/or audio recordings and a signed tutor witness statement.
 Assessment Criteria - Pass
Achieved
Outcome(s)/criteria Possible evidence (Page Feedback
No.s)
LO 1- Understand the relationship between strategic management and leadership
Task 1- learners need to explain the link between
strategic management and leadership. Learners
1.1 explain the link between strategic need to use examples to explain the links between
management and leadership functions, with particular emphasis on meeting
strategic objectives

Task 1-learners draw on their own practices as

managers/leaders, using examples from their
1.2 analyse the impact of management and organisations and environment to analyse the
leadership styles on strategic decisions impact of different management and leadership
styles on strategic decisions.

Task 1 - Evaluation on how styles mentioned on

the above section have been adapted to meet
1.3 evaluate how leadership styles can be
challenges in at least two different situations and
adapted to different situations
organisational contexts.

LO 2 - Be able to apply management and leadership theory to support organisational direction

2.1 review the impact that selected Task 2 - Application of theory to specific
theories of management and leadership have situations and create a realistic leadership
on organizational strategy strategy. Learner need to review a range of
management and leadership theories and models,
with the emphasis on current thinking.

2.2 create a leadership strategy that

supports organisational direction
 Achieved
Outcome(s)/criteria Possible evidence Feedback
(Page No.)
LO 3 – Be able to assess leadership requirements
3.1 use appropriate methods to review current
leadership requirements
3.2 plan for the development of future Tasks 3-4assessment of current and future
situations requiring leadership leadership requirements to meet the challenges
for a specific situation has taken place. Learners
need to plan for the development of leadership
skills and report on the usefulness of the planning
methods used to meet the requirements

LO 4- Be able to plan the development of leadership skills

4.1 plan the development of leadership skills
for a specific requirement

4.2 report on the usefulness of methods used to

plan the development of leadership skills
Assignment Feedback

Formative Feedback: Assessor to Student

Action Plan

Summative feedback

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Feedback: Student to Assessor

Assessor Date
signature

Student Date
signature

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Diploma in Strategic Management and Leadership
Developing Strategic Management and Leadership Skills

P. D. Harshani Priyangika
COL/E - 005697

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Table of Contents
Introduction of the organization
1. Link between strategic management and leadership.
1.1.1 Strategic Management.
1.1.2 Leadership
1.1.3 Link between strategic management and leadership.

1.2 Impact of Management and Leadership styles on strategic decision.

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 1. Introduction

This report is prepared to be presented at the meeting with top management of the Cambio
Software Engineering (Pte) Ltd in order to provide current situation of the organization &
leadership strategy which can be implemented realistically and a leadership development plan
for grooming future leaders for the organization

Cambio Software Engineering (Pte) Ltd is a part of a company in Cambio Healthcare system
established in Sweden. It is develop to provide to the e-healthcare market smart, reliable and
user friendly software’s for to improve healthcare and patient safety. The company has nearly
350 employees with different backgrounds, areas of expertise and work that everyone is
passionate about developing open-ended e-health solutions specializing in publicly funded
healthcare. The product markets only in Sweden, Denmark & United kingdom.

Figure 1.0 : Organization Structure

Organizational Structure (Sri Lanka Overall Organization Structure)

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Vision is to be a leading international E-health company providing solutions that improve
healthcare and increase patient safety.
Company Ambition is to combine continuous development of our technology while
continuously improving healthcare and E-Health software support to provide our customers
with more secure and efficient care support. Collaboration and understanding with both
society and customer requirements are cornerstones for driving our development towards the
right goal.

1.1 Link between strategic management and leadership

1.1.1 Strategic Management.
Strategy & the Mintzberg's 5 Ps for Strategy
The strategy is a set of arrangement to achieve long term goal. There are many definitions for
Strategy. IFM Management Technology Policy statement has described Mintzberg's 5 Ps for
Strategy as bellow (IFM Management Technology Policy, 2016).

Mintzberg's 5 Ps for Strategy

 Plan
Strategy is a plan - some sort of consciously intended course of action, a guideline (or set of
guidelines) to deal with a situation. By this definition strategies have two essential
characteristics: they are made in advance of the actions to which they apply, and they are
developed consciously and purposefully (IFM Management Technology Policy, 2016).

 Ploy
As plan, a strategy can be a ploy too, really just a specific manoeuvre intended to outwit an
opponent or competitor (IFM Management Technology Policy, 2016).  

 Pattern
If strategies can be intended (whether as general plans or specific ploys), they can also be
realised. In other words, defining strategy as plan is not sufficient; we also need a definition
that encompasses the resulting behaviour: Strategy is a pattern - specifically, a pattern in a
stream of actions. Strategy is consistency in behaviour, whether or not intended. The
definitions of strategy as plan and pattern can be quite independent of one another: plans may
go unrealised, while patterns may appear without preconception (IFM Management
Technology Policy, 2016).

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. 
Plans are intended strategy, whereas patterns are realised strategy; from this we can
distinguish deliberate strategies, where intentions that existed previously were realised, and
emergent strategies where patterns developed in the absence of intentions, or despite them
(IFM Management Technology Policy, 2016).

 Position
Strategy is a position - specifically a means of locating an organisation in an "environment".
By this definition strategy becomes the mediating force, or "match", between organisation
and environment, that is, between the internal and the external context (IFM Management
Technology Policy, 2016).

.
 
 Perspective
Strategy is a perspective - its content consisting not just of a chosen position, but of an
ingrained way of perceiving the world. Strategy in this respect is to the organisation what
personality is to the individual. What is of key importance is that strategy is a perspective
shared by members of an organisation, through their intentions and / or by their actions. In
effect, when we talk of strategy in this context, we are entering the realm of the collective
mind - individuals united by common thinking and / or behaviour. ” (IFM Management
Technology Policy, 2016).

Figure 2.0 : Mintzberg's 5 Ps for Strategy

(Source : IFM Management Technology Policy, 2016)

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Strategic Management is a process of strategic-decision making activities in an organization
to achieve organizational goals and objective. Researches are indicates that the. Following
Functions of strategic management are drive organization to the success. “Analyzing the
environmental changes, selecting the strategists, helping them to think creatively, setting
objectives, establishing strategies to achieve objectives, assign responsibilities and
implementing the strategies, measuring success and evaluating results” (IFM Management
Technology Policy, 2016).

1.1.2 Leadership

Leadership is a process whereby an individual influences a group of individuals to

achieve a common goal. Defining leadership as a process means that it is not a trait or
characteristics that resides in the leader, but rather a transactional event that occurs
between the leader and the followers, process implies that a leader affects and is affected
by followers. It emphasizes that leadership is not a linear, one-way event, but rather an
interactive event. When leadership is defined in this manner, it becomes available to
everyone. It is not restricted to the formally designated leader in a group. (Northhouse).

Leadership involves influence. It is concerned with how the leader affects followers.
Influence is the sine qua non of leadership. Without influence, leadership doesn’t exist
(Northhouse).

Leadership occurs in groups. Groups are the context in which leadership takes place.
Leadership involves influencing a group of individuals who have a common purpose.
This can be a small task group, a community group, or a large group encompassing an
entire organization. Leadership is about one individual influencing a group of others to
accomplish common goals. Others (a group) are required for leadership to occur.
Leadership training programs that teach people to lead themselves are not considered a
part of leadership within the definition that is set forth in this discussion (Northhouse). .

Leadership includes attention to common goals. Leaders direct their energies toward
individuals who are trying to achieve something together. By common, we mean that the
leaders and followers have a mutual purpose. Attention to common goals gives leadership

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 an ethical overtone because it stress the need for leaders to work with followers to
achieve selected goals (Northhouse). .

The definition of strategic leadership denotes “the leader’s ability to anticipate, envision,
and maintain flexibility and to empower others to create strategic change as necessary.
Strategic leadership has many facets, and it encompasses managing via others, and works
as a helper for organizations to adjust with the changing world that appears as happening
substantially as ever with the pace of time in today’s global business matrix. Strategic
leadership demands the capability to incorporate and include both of the business
environment of the organizations, which are internal and external. It is also responsible
for managing and encompassing critical information processes. There are many
recognizable actions which determine strategic leadership that can proffer positively
towards effective strategy enactment (see Figure 3.0), and they are in the following

 Determining strategic direction

 Establishing balanced organizational controls
 Effectively managing the organization’s resource portfolio
 Sustaining an effective organizational culture
 Emphasizing ethical practices organizational controls

Figure 3.0 The role of selected strategic leadership actions in strategy implementation.

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Leadership is a set of behavior that enforces the people to formulate the organizational goals
and then motivate them to jointly contribute in order to achieve organization’s goals.
Basically leader plays a vital role in the decision making to ensure efficacy (effectiveness)
and success of the organization. A leader should be supportive in order to guide subordinates.
He should treat everyone equally without any discrimination. He should appreciate every
one’s involvement. It is the responsibility of the leader to build strong relationships within the
whole organization in both vertically and horizontally. Leader should involve everyone in the
strategic management process because it is positively relating with overall performance. It is
the commitment of the leader that helps to achieve the strategic vision. Most importantly
leader’s objectives should be integrating with the organizations strategic goals and objectives
to be champion. And for this leader’s power should be use accurately with honesty and
loyalty. Leader should have a clear mental approach about the need of change and
organization’s capabilities.

Leadership is responsible for development of strategies to achieve the vision. Basically

strategy formulation means is to provide road map and this road map should be clear and
focused. It is the duty of leadership to relate the strategy process with the vision. It should
develop a culture of learning by providing a clear set of values for the organization. Values
demonstrate the behavior of the organization and lead the organization towards right. Both
vision and strategies should reflect these values. Once the leader understands the importance
of values the process of strategy formulation and implementation becomes easy. The most
important role of the leadership is to integrate the people with the strategic management
process. It should involve everyone to ensure responsiveness towards change. (Jonminerich,
2008).

Strategic leaders make and execute business plans to get positive outcomes. We can say that
strategic leaders are critical for overall success of organization. In an organization leaders
perform various roles depends upon situation. As situation are dynamic as the leader’s role.
Basically leaders provide the vision and set the goals for long run and short run. After
determining the vision their intentions shift towards development of plans or towards strategy
formulation after that they try to involve every one for building a team to execute the plans.
Leaders should ensure their own commitment as well as their subordinates. Then they
provide resources and motivate their team to implement strategy. Finally, they evaluate the
whole process to find the gaps for improvement.

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1.1.3 Link between strategic management and leadership.
According to the (Jabbar & hussain 2015) “Leadership has a significant role play in the
formation and carrying out of strategies. It is termed as a linkage which connects the strategic
management process with the aim and vision of the organization. It begins the strategic
thought by offering vision. After that, it works as a foundation to cushion culture where
everybody realizes what are the ways to do, and what are the prevalent values regarding the
firm. Fundamentally, values offer the direction (Mosia & Veldsman, 2004). The
responsibility lies on the leadership to familiarize the values or a culture pertinent to
corporate. The vision of the leader itself proffers base line strategy formation and the pledge
of the leadership makes sure the enactment of strategy (Fairholm, 2004).Formulated
strategies can’t be implemented without the involvement of every one. Everyone should
understand the need of change and should contribute their effort to efficiently implement the
strategies. And only leadership can inspire and motivate the people to bring change because
people always resist change. Leadership works to find out the gaps by carefully scan the
environment both internal and external. And develop plans to fill these gaps by
implementation of plans (Ascot, 2008).”

In conclusions, that the good leadership and the effective management are always a good
combination to drive organization to the expected success. Without Strategic management a
good leadership only satisfy for the time beginning not so long term, as well as the strategic
management take to capitalize on leadership roles and establish reliable, stand-out leader.
Strategic management involves achieving company objective while improving team work and
collaboration to achieve organization common goal. When great leadership is jointed with
effective management will able to set a correct direction and able to allocate the resources
towards achieving organization common goal. In Cambio software engineering
organizational decisions are making by the R&D Management. Each department leaders and
the top management of the organization are gathering in team leads meeting every week and
reviewing about how the each department accomplish their responsibilities, also what are the
changers and implementation need to be done and improve organizational performance to
achieve the organization strategic objectives. As the next steps those department leaders are
also conduct meeting and trainings with their teams to become the company vision as “to be a
leading international E-health company providing solutions that improve healthcare and
increase patient safety.”

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Leadership Styles

1.3 Impact of Management and Leadership styles on strategic decision.

As per the journal article (T. S. Nanjundeswaraswamy and Swamy D. R., 2014) states that
the Leadership style is the relatively consistent pattern of behavior that characterizes a
leader . Today‟s organizations need effective leaders who understand the complexities of the
rapidly changing global environment. Different leadership styles may affect organizational
electiveness or performance. The success or failure of proper organizations, nations and other
social units has been largely credited to the nature of their leadership style.

Leadership style consists of the behavior pattern of a person who attempts to influence others.
It includes both directive (Task) behaviors and supportive (relationship) behaviors. Directive
behaviors help group members accomplish goals by giving directions, establishing goals and
methods of evaluation, setting time lines, defining roles, and showing how the goals are to be
achieved. Directive behavior clarify, often with one-way communication, what is to be done,
how it is to be done, and who is responsible for doing it. Supportive behaviors help group
members feel comfortable about themselves, their coworkers, and the situation. Supportive
behaviors involve two-way communication and responses that show social and emotional
support to others. Examples of supportive behaviors include asking for input, solving
problems, praising, sharing information about oneself, and listening Supportive behaviors are
mostly job related (Northouse).

Leadership style can be classified further into four distinct categories of directive and
supportive behaviors (as further figure …….. ) The first style (S1) is a high directive –Low
supportive style, which is also called a directing style. In this approach, the leader focuses
communication on goal achievement, and spends a smaller amount of time using supportive
behaviors. Using this style, a leader gives instructions about what and how goals are to be
achieved by the subordinates and then supervises them carefully (Northouse).

The second style (S2) is called a coaching approach and is a high directive- high supportive
style. In this approach, the leader focuses communication on both achieving goals and
meeting subordinates’ socioemotional needs. The coaching style requires that the leader
involve himself or herself with subordinates by giving encouragement and soliciting

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subordinates input. However, coaching is an extension of S1 in that it still requires that the
leader make the final decision on the what and how of goal accomplishment (Northouse).

Style 3 (S3) is a supporting approach that requires that the leader take a high supportive-low
directive style. In this approach, the leader does not focus exclusively on goals but uses
supportive behaviors that bring out the employees skills around the task to be accomplished.
The supportive style includes listening, praising, asking for input, and giving feedback. A
leader using this style gives subordinates control of day to day decisions but remains
available to facilitate problem solving. An S3 leader is quick to give recognition and social
support to subordinates (Northouse).

Last S4 is called the low supportive-low directive style, or a delegating approach. In this
approach, the leader offers less task input and social support, facilating

As many other organization in Cambio also leaders are key players who drive employees
towards success of the organization. Leaders of cambio handles major organizational
activities Such as planning, controlling, evaluating, motivating employees to participate in the
decision-making process and influence them to perform well. All Leaders manages a team
who include people from cross cultural backgrounds he influences them to achieve a common
goal of Cambio.

Reference List
IFM Management Technology Policy. 2016. Mintzberg's 5 Ps for Strategy. [ONLINE]
Available at: https://www.ifm.eng.cam.ac.uk/research/dstools/mintzbergs-5-ps-for-strategy/.
[Accessed 14 September 2018].
A. A. jabbar., A. M. Hussein, A., 2015. THE ROLE OF LEADERSHIP IN STRATEGIC
MANAGEMENT. International journal of research Granthaalayah A knowledge Repository,
5(5), 101,102,104.
T. S. Nanjundeswaraswamy and Swamy D. R., 2014. Leadership styles. Advances In
Management, 7(2), 58.

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