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TMC Academy
POST GRADUATE DIPLOMA IN MANAGEMENT AND
LEADERSHIP
Assignment Cover Sheet

NAME OF STUDENT

ASSIGNMENT ISSUE DATE

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Unit 1: Developing Strategic Management and Leadership Skills
UNIT TITLE

ASSIGNMENT TITLE Future ‘Management and Leadership’

ASSIGNMENT NO 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10

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Please complete in full all categories neatly before submitting the work for assessment

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TO BE FILLED BY STUDENTS
Please list the evidence submitted for each task. Indicate the page numbers where the evidence Can
be found or describe the nature of the evidence (e.g. video, illustration).

Task Page Number or

Evidence Submitted
Ref Description
Page 5
Explain the link between strategic management and leadership
1.1
situations

Analyse the impact of management and leadership styles on Page 6

1.2 strategic decisions

Page 6
1.3 Evaluate how leadership styles can be adapted to different

Page 6- 7
Review the impact that selected theories of management and
2.1
leadership have on organisational strategy
Page 8
Create a leadership strategy that supports organisational direction
2.2

Page 9
Use appropriate methods to review current leadership
3.1
requirements
Page 10-11
Plan for the development of future situations requiring leadership
3.2

Page 12
Plan the development of leadership skills for a specific
4.1
requirement
Page 13
Report on the usefulness of methods used to plan the
4.2
development of leadership skills

Additional comments to the Assessor:

Contents

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LINK BETWEEN STRATEGIC MANAGEMENT AND LEADERSHIP....................................................................5

1.0. Introduction.....................................................................................................................................5
1.1. Link between strategic management and leadership......................................................................5
1.2. Impact of management and leadership styles on strategic decision...............................................6
1.3. Adapting different leadership styles in different situations.............................................................6
2.0. Apply management and leadership theory to support organizational direction.............................6
2.1. Impact that selected theories of management and leadership have on future organizational
strategy.......................................................................................................................................................6
2.1.1. Contingency theory..................................................................................................................7
2.1.2. Transformational theory..........................................................................................................7
2.1.3. System theory of management................................................................................................7
2.2. Leadership strategy that supports organizational direction............................................................8
3.0. Assess leadership requirements......................................................................................................9
3.1. Review leadership requirements.....................................................................................................9
3.2. Future situations requiring leadership and leadership skills..........................................................10
4.0. Plan the development of leadership skills.....................................................................................12
4.1. Plan the development of leadership skills for a specific requirement...........................................12
4.2. Report on the usefulness of methods used to plan the development of leadership skills.............13
References.................................................................................................................................................15

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LINK BETWEEN STRATEGIC MANAGEMENT AND LEADERSHIP

1.0. Introduction
Wang Chuanfu is a Chinese businessman and entrepreneur who is the founder, chairman,
and president of BYD Company Limited, a leading Chinese manufacturer of electric vehicles
and clean energy solutions (Shang and Choi, 2020). He is widely recognized as a pioneer in the
development and commercialization of electric vehicles and energy storage systems, and under
his leadership, BYD has become one of the largest manufacturers of electric vehicles in the
world (Hu et al, 2022). Wang is known for his visionary leadership, innovative approach, and
commitment to sustainability and corporate social responsibility. In this paper, we explore
Wang’s leadership styles and the link to strategic management to propel the BYD Company
Limited to success.

1.1. Link between strategic management and leadership.

Strategic management and leadership are interrelated concepts that are critical to the
success of any organization. Leadership is the process of inspiring and guiding individuals or
groups to achieve a common goal (Kharub et al, 2019). It involves setting a clear direction and
communicating that direction to others. Strategic management, on the other hand, is the process
of formulating and implementing strategies that align an organization's resources with its long-
term goals and objectives. It involves analyzing the organization's internal and external
environment, making decisions about the allocation of resources, and monitoring and adjusting
the organization's strategies over time. The link between strategic management and leadership
lies in the fact that effective leaders play a key role in strategic management processes such as
decision-making, resource allocation, and progress assessment (Dzwigol et al, 2019). Wang
Chuanfu has clearly demonstrated this link in propelling BYD automotive to success. As a
leader, Wang has set a clear vision of dominating the clean energy industry (Hu et al, 2022).
Through effective communication, Wang has made sure that his employees, associates, and the
market understand this vision and are in line with the vision. Additionally, he has strategically
allocated a lot of resources to research and development to make sure his company leads in the
production of electric cars globally. This allows the company to develop efficient cars that
improve consumer satisfaction. Lastly, Wang places emphasis on innovation. Employees are

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often encouraged to develop new and effective ideas in operation and production. This allows the
company to cut down costs by employing efficient and innovative procedures.

1.2. Impact of management and leadership styles on strategic decision

The impact of management and leadership styles on strategic decisions is significant, as
different styles can lead to different outcomes and have varying levels of effectiveness. Effective
management and leadership styles can have a positive impact on strategic decisions by providing
a clear direction, fostering a culture of innovation, and encouraging effective communication and
collaboration. Wang Chuanfu is known for his charismatic and visionary leadership style. This
style has positively impacted the strategic decision of BYD Company LTD. For instance, his
vision to be the leading producer of clean energy products, through promoting innovation and
sustainability has influenced the decision to allocate more resources to research and design, thus
the company stays ahead of other competitors in new technologies and penetrating new markets.
Additionally, his management style focuses on efficiency, thus this has influenced decisions that
lead to overall cost-cutting in some operations.

1.3. Adapting different leadership styles in different situations

Leadership styles can be adapted to different situations to maximize effectiveness and
achieve desired outcomes. Effective leaders have the ability to assess the situation and adjust
their leadership style to fit the needs of the individuals they are leading and the situation they are
facing. For example, in a situation where there is a need for quick decision-making, an autocratic
style that provides clear instructions may be more appropriate. In a situation where creativity and
innovation are needed, a participative and visionary leadership style that involves employees in
the decision-making process may be more effective. Lastly in a crisis situation, a charismatic
leadership style that inspires and motivates individuals may be necessary to maintain order and
stability.

2.0. Apply management and leadership theory to support organizational

direction

2.1. Impact that selected theories of management and leadership have on future
organizational strategy
The theories of management and leadership will always have a significant impact on the
future of organizational strategy. They provide a framework for understanding and analyzing

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organizational behavior, and help leaders develop effective strategies for managing and leading
organizations.

2.1.1. Contingency theory

One of the most influential management theories, the contingency theory, suggests that
the most effective management and leadership strategies are those that are tailored to the specific
needs and demands of the situation (Safari and Saleh, 2020). This theory highlights the
importance of being able to adapt leadership styles to different situations and has been influential
in shaping the development of more flexible and dynamic organizational strategies. Wang’s
ability to adapt his leadership style to different situations aligns with the contingency theory.
This has enabled BYD to be flexible and responsive to changing market conditions and to
quickly adjust its strategy to take advantage of new opportunities.

2.1.2. Transformational theory

Transformational leadership theory also has a significant impact on future organizational
strategy. This theory emphasizes the importance of leaders who can inspire and motivate
individuals, and focuses on creating a vision for the organization (Reza, 2019). This theory has
been influential in shaping strategies for organizations that are focused on innovation and
growth, as well as strategies for organizations that are undergoing change and transformation.
Considering this, this theory aligns with Wang’s visionary and innovative leadership style. This
has helped BYD to develop a clear direction and vision for the future and has inspired and
motivated employees to work together, be innovative, and achieve the company's goals.

2.1.3. System theory of management.

Systems theory, which views organizations as complex systems of interrelated parts, has
also had an impact on future organizational strategy. This theory emphasizes the importance of
considering the relationships between different parts of the organization and has been influential
in shaping strategies for organizations that are focused on achieving greater coordination and
alignment among different departments and teams (Hussain et al, 2019). Efficient coordination in
all departments improves the rate of overall success. For instance, Wang's emphasis on
coordination and alignment among different departments and teams can be considered to align
with the systems theory. This has helped BYD to achieve greater coordination and alignment
among different departments and teams and has contributed to the company's overall success.

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2.2. Leadership strategy that supports organizational direction

A leadership strategy that supports organizational direction should include several
elements. Firstly, the strategy should clarify organizational direction. Leaders should develop a
clear and concise vision and mission statement that outlines the organization's goals and values.
This will help to ensure that everyone in the organization is working towards the same
objectives. This can be well achieved using a participative leadership approach. This approach
allows leaders to effectively communicate a company’s mission and also collect ideas on an
effective strategy (Kharub et al, 2019). For instance, Wang should tune up his visionary
approach with participatory leadership.

Secondly, the strategy should prioritize employee involvement. Leaders should involve
employees in the development and implementation of the organizational direction. This will help
to build ownership and commitment among employees and will ensure that everyone is working
towards the same objectives. Considering the system theory of management, all structures in a
company are essential in driving the company to success. Involving all employees in decision-
making processes would ensure success is achieved.

Thirdly, the strategy should be geared towards the development of skills and abilities.
Leaders should invest in the development of the skills and abilities of employees. This will help
to ensure that everyone is equipped with the knowledge and skills necessary to achieve the goals
and objectives of the organization. For instance, leaders should be at the forefront of promoting
innovative ideas from their employees. In doing so, employees are motivated, and thus develop
more innovations. As a result, the company can easily achieve a lean operating process by
implementing these ideas. Through implementing this style, Wang Chuanfu has been able to
propel BYD Company LTD to success.

Lastly, the strategy should ensure that all systems and processes align and are
continuously improved. Leaders should ensure that the systems and processes in place are
aligned with the organizational direction. This will help to ensure that everyone is working
towards the same objectives, and will minimize confusion and miscommunication. Additionally,
continuous improvement should always be the key goal in day-to-day activities. This will help to
ensure that the strategy remains relevant and effective, and will help to identify areas where
additional support or development may be required. This can be effectively achieved using

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transformational leadership. If Wang employs this leadership style then, the Company will
achieve even bigger milestones.

In conclusion, a leadership strategy that supports organizational direction should focus on

clarifying the organizational direction, involving employees, developing the skills and abilities of
employees, aligning systems and processes, and continuously improving. This can be achieved
by blending transformational leadership and participatory leadership.

3.0. Assess leadership requirements

3.1. Review leadership requirements

The current era presents new and unique challenges for leaders and requires a range of
different leadership skills and attributes. These skills and attributes allow them to adapt to
various business environments and situations. They include:

Agility:

The current business environment is rapidly changing. Considering this, leaders must be
able to quickly adapt to changing conditions and circumstances. This requires a high level of
flexibility, creativity, and the ability to think on one's feet. Additionally, it requires one to
assume various personalities and roles in diverse situations (Wilson, 2021). As a result, the
leaders of this age should be agile enough to compete effectively in the local and global business
environment.

Emotional intelligence

Emotional intelligence is very critical in effective leadership. Leaders must be able to

understand and manage their own emotions, as well as the emotions of others. This requires
strong interpersonal skills, empathy, and the ability to build strong relationships with others
(Wilson, 2021). In my own experience, I have discovered that handling situations at work with
emotions deteriorates work relations. In addition, the decision made in an emotional state is often
not sound. Considering this, it is essential for employers to ensure that the leaders placed in
various positions hold the desired range of emotional intelligence.

Digital competency

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We are in the digital era. As a result, leaders must be comfortable with technology and
have a strong understanding of how digital tools and platforms can be used to support
organizational goals. For instance, a manufacturing company should understand ad apply
technology to improve efficiency over classical methods. Often, the digital gap limits a leader’s
ability to achieve organizational goals.

Strategic thinking

Leaders must be able to think critically and strategically and to develop and implement
effective strategies that support organizational goals. This aids them to develop effective
solutions, come up with ideas, and explore new markets. For instance, Wang Chuanfu identified
the rise of the environmentally-conscious population globally (Shang and Choi, 2020). In
addition, he sorts to curb climate change and achieve sustainability. As a result, he came up with
a company that is aimed at developing eco-friendly products. In addition, this strategy also
targeted to improve their corporate social responsibility through supporting communities for
sustainability. Considering his success, leaders should be evaluated on strategic thinking

Ethical behavior

Ethics are key attributes of a good leader. Leaders must act in an ethical and responsible
manner and must be committed to the highest standards of integrity and accountability.
Operating ethically is critical in maintaining, loyal consumers, and standards and being on the
right side of the law. Ethical operations have propelled BYD Company to its success by aiding in
creating a good name for the company. As a result, leaders should emulate Wuan Chuanfu to be
successful.

In conclusion, the current era requires leaders who are agile, emotionally intelligent,
digitally competent, strategic thinkers, and committed to ethical behavior. These leaders will be
well-equipped to navigate the complex and rapidly changing business environment and to lead
their organizations to success.

3.2. Future situations requiring leadership and leadership skills.

A Strong leader is often critical to the success and stability of any organization.
Considering this, leadership positions should be given to agile, emotionally strong, and strategic
thinkers. Leaders should always be prepared for any kind of problem. This allows them to

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effectively respond to issues effectively and on time. Additionally, they should make sound
decisions on every platform. Several situations in the future may call for a thoughtful. And
strong leader. These include:

Conflict resolution:

It is impossible to avoid problems between employees and businesses. Often, these

situations may affect the company negatively and occasionally not. As a result, it is critical that
a leader be able to solve conflicts early enough to reduce the negative effects (Dzwigol et al,
2019). Employing negotiation skills may prove essential in such a situation. However, on some
occasions, they may have to employ autocratic leadership to offer a solution to a problem.
Whatever the reason, conflicts must be resolved quickly. Therefore, the leader must always come
up with a solution. Considering this, it is obvious the future situation that would require effective
leadership.

Acquisition or Merger

This is a significant event for any firm. Whether, being dominated or dominating, this
event requires one to make a significant choice. Therefore one must maintain a high level of
confidence in their projections and possess a strong understanding of market trends.
Additionally, they must be a visionary and imaginative leader to project the future of the
company before making the decision. It is also critical for one to forecast the state of your
employees and business in the years to come, whether you're preparing for a merger or
acquisition.

As a result, this is a future situation that will leverage the skills and attributes of the
leader.

Technology adaptation, choice shifts, and efficiency shifts

Change is a constant law of nature. Additionally, some organizations find it difficult to

prepare for change for a variety of reasons. One of many important concerns is that older
employees resist change since they prefer working in the past and without technology, making
style and efficiency gains challenging for them. And for any transition to be successful within the
organization, true leadership is required, leadership that is able to eliminate ambiguities about the

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change's fundamental nature from all staff members' perceptions. As a result, such changes will
require agile and flexible leaders to adapt to such changes.

4.0. Plan the development of leadership skills

4.1. Plan the development of leadership skills for a specific requirement.

The development of appropriate leadership skills depends on the specific requirements of
the organization and the role being considered.

For instance, Leaders in manufacturing companies may not require similar skills as
leaders in the education industry here are some steps that can be taken to develop the necessary
leadership skills:

I. Determine the specific leadership requirements

One should first analyze the organization's goals, the challenges facing the organization,
and the specific requirements of the role being considered. This will give a clear picture of the
company’s needs. This will help to determine the specific leadership skills that are needed.

II. Identify strengths and weaknesses

A leader should perform a personal assessment or contract an independent evaluator to

assess the current individual leadership skills and identify the areas of improvement Conduct a
self-assessment to determine the individual's current leadership skills and identify areas for
improvement. This will help develop programs that target the given skills.

III. Seek out development opportunities:

Leaders should seek development opportunities. This is achieved through participating in

training and development programs, attending workshops, seeking mentorship and coaching, and
engaging in other opportunities to build leadership skills. As a result, they get opportunities that
allow them to gain the desired skills.

IV. See opportunities to employ the given skills.

Learning is essential. However, practicing is critical in making the sill stick. Leaders
should often employ new skills to make them effective in applying the given skills. The frequent

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application enables one to learn the given skills and the effective procedure to employ when
applying the skill.

V. Seek feedback

Often we are not our own effective observers. As a result, seeking opinions from different
colleagues, supervisors, and mentors can aid to identify areas where an individual’s leadership
skills are strongest or weakest. Through this one can continuously improve their set of skills.

In conclusion, the development of appropriate leadership skills requires a combination of

self-awareness, professional development, practical experience, and continuous improvement.
By following these steps, individuals can build the leadership skills they need to be successful in
their current and future roles.

4.2. Report on the usefulness of methods used to plan the development of

leadership skills
There are several ways to prepare for the development of leadership skills. One of the
finest methods is to speak with employees directly and get their opinions. This is considered the
360-degree feedback approach. One receives feedback from multiple sources, including
colleagues, supervisors, and subordinates (Ramdhani et al, 2021). This method provides a more
comprehensive picture of an individual's leadership skills and can help to identify areas for
improvement. In addition, the process allows one to apply knowledge and information from
experienced colleagues.

Additionally, one can apply action learning. Action learning is a method where
individuals work on real projects and receive feedback and support from a group of peers. This
method can provide individuals with the opportunity to apply what they have learned and to
receive feedback in a supportive and collaborative environment. For instance, when the
management has identified a person for a given leadership position, they can give them the
position as a management trainee where they learn while applying their skills. This allows them
to sharpen what they know and add what they don’t know.

Lastly, workshops and training programs are effective in developing leadership skills.
Workshops and training programs can provide individuals with the knowledge and skills they
need to become effective leaders. They can also provide opportunities for individuals to network

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with other leaders and apply what they have learned in a practical setting. Additionally, these
workshops provide opportunities for mentorship and coaching. Meeting one on one with
influential and experienced leaders creates a platform for support and guidance. This method can
be particularly useful for individuals who are just starting their careers or who are transitioning
into new roles.

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References
Shang, X.F. and Choi, M.C., (2020) A study on the corporate culture of BYD. International
Journal of Advanced Culture Technology, 8(1), pp.135-140.

Hu, J., Li, X., Wang, N. and Jiang, B., (2022) Green Product Design. In Enterprises’ Green
Growth Model and Value Chain Reconstruction: Theory and Method (pp. 155-183).
Singapore: Springer Nature Singapore.

Kharub, M., Mor, R.S. and Sharma, R., (2019) The relationship between cost leadership
competitive strategy and firm performance: A mediating role of quality
management. Journal of Manufacturing Technology Management, 30(6), pp.920-936.

Dzwigol, H., Shcherbak, S., Semikina, M., Vinichenko, O. and Vasiuta, V., (2019) Formation of
strategic change management system at an enterprise. Academy of Strategic Management
Journal, 18, pp.1-8.

Safari, A. and Saleh, A.S., (2020) Key determinants of SMEs’ export performance: a resource-
based view and contingency theory approach using potential mediators. Journal of
Business & Industrial Marketing, 35(4), pp.635-654.

Reza, M.H., (2019) Components of transformational leadership behavior. EPRA International

Journal of Multidisciplinari Research, 5(3), pp.119-124.

Hussain, N., HAQUE, A.U. and Baloch, A., (2019) Management theories: The contribution of
contemporary management theorists in tackling contemporary management
challenges. Yaşar Üniversitesi E-Dergisi, 14, pp.156-169.

Wilson, A., (2021) Emotionally agile leadership amid COVID-19. School Leadership

Review, 15(2), p.1.

Ramdhani, Y., Prasetio, R.T. and Alamsyah, D.P., (2021) October. Decision Support System
Application with Survey 360 Degree Feedback. In 2021 3rd International Conference on
Cybernetics and Intelligent System (ICORIS) (pp. 1-5). IEEE.