Leading Business OrganisationsMSc Management with StreamsMIS605_Assessment 2MKTG6002/MKT600 MarketingNUR250 Medical Surgical Nursing

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1 BPP University School of Business and Technology
MSc LBO Academic Year 2019 – 2020 Coursework
MSc Management with Streams
Leading Business Organisations
Student Guidelines
Coursework Assessment Brief
Submission deadline: 28th April 2020 by 23.59
Submission mode: Turnitin online access
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MSc LBO Academic Year 2019 – 2020 Coursework
1. General Assessment Guidance

Your summative assessment for this module is made up of this Coursework submission which
accounts for 100% of the marks
The deadline for submission is 28th April 2020 by 23.59. Please note late submissions will not
be marked.
You are required to submit all elements of your assessment via Turnitin online access. Only
submissions made via the specified mode will be accepted and hard copies or any other digital
form of submissions (like via email or pen drive etc.) will not be accepted.
For the written coursework, the submission word limit is 3,500 words. You must comply with the



word count guidelines. You may submit LESS than 3,500 words but not more. Word Count
guidelines can be found on your programme home page and the coursework submission page.

Do not put your name or contact details anywhere on your submission. You should only put
your student registration number (SRN) which will ensure your submission is recognised in the
marking process.
A total of 100 marks are available for this module assessment, and you are required to achieve
minimum 50% to pass this module.
You are required to use only Harvard Referencing System in your submission. Any content which


is already published by other author(s) and is not referenced will be considered as a case of
plagiarism.
You can find further information on Harvard Referencing in the online library on the VLE. You can
use the following link to access this information: http://bpp.libguides.com/Home/StudySupport
 BPP University has a strict policy regarding authenticity of assessments. In proven instances of
plagiarism or collusion, severe punishment will be imposed on offenders. You are advised to
read the rules and regulations regarding plagiarism and collusion in the GARs and MOPP which
are available on VLE in the Academic registry section.

You should include a completed copy of the Assignment Cover sheet. Any submission without
this completed Assignment Cover sheet may be considered invalid and not marked.
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2. Assessment Brief
This assessment is in two parts.
2.1. Part 1 – Reflection on Leadership for Aspiring Leaders 1000 words (30 Marks)
You are required to reflect on the following questions and then to produce short answers for each of
the sub-questions together with four Powerpoint slides using the format provided within the
proforma document.
Questions
Reflection
Specifically you need to answer the following questions by providing short
answers.
1. Why is a systematic
understanding of leadership
theories and organisations
beneficial for aspiring
leaders?
5 marks
a. What are the two fundamental questions that leaders need to ask
themselves?
b. What are the two key aspects of leadership?
c. What is a leadership theory (style)?
d. Name two very different leadership styles that are appropriate for the
current volatile, uncertain, complex and ambiguous (VUCA) business
environment.
e. Why do aspiring leaders need an in-depth understanding of a range of
leadership styles?
(1 mark per question)
2. Why is an ability to evaluate
the contribution that
individuals, leaders and
stakeholders make in
creating and executing the
mission and vision of an
organisation important for
aspiring leaders?
5 marks
a. What is an organisational mission and vision?
b. What contribution do individuals typically make in executing the
mission and vision?
c. What contribution do leaders typically make in executing the mission
and vision?
d. What contribution do stakeholders typically make in executing the
mission and vision?
e. Why do aspiring leaders need to be able to evaluate the contributions
of the above?
(1 mark per question)
3. Why is an ability to apply
appropriate leadership
strategies (including change
management) in order to
maximise organisational
potential in a variety of
different business contexts
important for aspiring
leaders?
5 marks
a. What is a leadership strategy?
b. What is change leadership?
c. What is organisational potential?
d. What is a business context?
e. Why do aspiring leaders need to understand a broad range of
leadership strategies that can be applied in in a variety of different
business contexts?
(1 mark per question)
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4. Why is an ability to critically
evaluate a range of
motivational) theories
(employee engagement)
within a specific
organisational context
important for aspiring
leaders?
5 marks
a. What is a motivation theory?
b. What are the two categories of motivational theories?
c. What is the contemporary term for employee motivation?
d. What is the ‘appreciative inquiry technique’?
e. Why do aspiring leaders need to be able to critically evaluate a range
of motivational theories within a specific organisational context?
(1 mark per question)
5. Complete the ‘Potential
Leadership Style’
Questionnaire and present
the following on the
PowerPoint presentation
slides provided:
10 marks
a. How would you define your potential leadership style? (2 marks)
b. What are your key strengths? (2 marks)
c. What are your key challenges? (2 marks)
d. What personal development do you need to undertake in order to
develop your leadership ability? (4 marks)
(Marks as indicated above)
You MUST use relevant concepts, models and/or theories of contemporary leadership to justify
your answers.
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2.2 Part 2 – Management Report based on a critical evaluation of the President & Chief
Executive Officer of Starbuck’s Leadership Style 2500 Words (60 Marks)
You are required to prepare a management report based on the following insight into Kevin
Johnson’s current leadership style and the business context in which he is currently operating.
Kevin Johnson’s Leadership Style
Kevin Johnson is president and chief executive officer (CEO) for Starbucks. A passionate servant
leader he proudly carries on Starbucks legacy of human connection, driving the company’s core
strategies for growth and being of service to the more than 330,000 partners who wear the green
apron around the world.
He graduated from New Mexico State University with a bachelor’s degree in Business
Administration. His career spans more than thirty years, scaling global businesses, including
sixteen years at Microsoft and five years as CEO of Junipexteenr Networks. In 2008, he was
appointed to the National Security Telecommunication Advisory Committee where he served
presidents George W Bush and Barack Obama. His commitment to innovation and following his
heart extends beyond the world of business. He was a founding board member of NPower, an
organization that provides nonprofits with access to technology and the skills needed to fulfill
their social missions. He is also involved with Catalyst (a leading nonprofit focused on expanding
opportunities for women in business) and supports Youth Eastside Services, one of the largest
providers of youth and family counseling in the Seattle area.
Johnson joined Starbucks in 2009 serving on the company’s board of directors during a period of
record-setting transformation and growth. He was appointed President and Chief Executive
Officer in April 2017 succeeding Howard Schultz the man credited with creating Starbucks’s global
brand. He is currently responsible for leading the global operating businesses as well as core
support functions such as marketing, human resources, technology and mobile and digital
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platforms.
During his first few months as CEO he would often preface meetings by saying: “I’m not Howard
I’m Kevin” and he has since set about revitalising the company’s financial performance as well as
tackling some challenging ethical issues.
Business Strategy
Starbucks had been under pressure in an increasingly crowded coffee market. Whilst it had
regularly achieved a quarterly sales growth of 5% or higher in the United States (US) it began to
miss its targets in 2016. Business Analysts suggested that this was a result of the acceleration of
new store openings by other high-end coffee shops and lower-priced rivals offering better-quality
coffee.
Schultz was convinced that opening one thousand upscale Reserve and Roastery stores (i.e. : new
luxury coffee shops where baristas would brew more expensive coffee using the latest
techniques, serve artisanal baked goods and even mix cocktails) would offset the drop-in foot
traffic to regular Starbucks cafes. He maintained that the profile of the stores he was proposing
would give customers a worthwhile reason to leave home.
Johnson is taking a more measured approach to the roll out of the Reserve and Roastery store. In
a recent interview he said that “One thousand was an aspiration. Starbucks will test whether six
to ten Reserve stores can meet the returns needed before building more.” It is the latest move in
his two-year tenure to bring more financial discipline to the business and return more cash to
shareholders. He has sought to portray himself as more data-driven and analytical than his
predecessor. “Certainly I tend to bring a much more disciplined approach to picking the priorities,”
he said at a conference two weeks after taking over from Schultz. That discipline has also
extended to general store growth in the USA.
He is also working to improve customer service pushing the company to develop more innovative
beverages and expanding its reach in China. In addition Starbucks has opened up its mobile
order app to people who aren’t members of its rewards program and is expanding its delivery
service to nearly 25% of its 8,000 company-operated stores in the US.
Some business analysts such as Andrew Charles (Cowen & Co) are questioning whether some of
his plans will work. “We are skeptical of coffee delivery gaining traction as, simply put, it defeats
the purpose of a coffee break.”
Johnson has also closed all 379 Teavana stores in the US as a result of underperformance. Having
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acquired the Atlanta based tea retailer Teavana Holdings Inc in 2012 Starbucks had invested in the
rights to develop and operate new Princi Italian bakery locations outside Italy and to sell its
products in the Roastery and Reserve stores. Schultz had planned to open one thousand stand
alone Princi bakeries around the world.
A Starbucks spokesman has said that Messrs Johnson and Schultz share the same goals for the
future of Starbucks but that Johnson has laid out a more disciplined approach for testing them.
“The company is in great hands with Kevin” Mr. Schultz said in an email. “Kevin and I speak often
and he knows he has my complete support.”
Johnson’s approach is showing signs of progress. Starbucks has now posted progress in every
operating metric it tracks including sales. Investors appear to be bullish about Johnson strategy
and the value of Starbucks shares rose by nearly 15% in 2018.
Business analyst Peter Salehus analyst (BTIG) commented as follows: “This management team is
moving to a more asset-light, cash-generating business model versus the previous management’s
pedal to the metal on unit growth.”
The company has said that it expects same-store sales to grow by 3% to 4% over the long-term
globally. Although business analyst Matthew DiFrisco (Guggenheim) has said that he believes the
new target is “still somewhat optimistic.”
Under Schultz’s leadership Starbucks had stablished a long-term, earnings-per-share growth
target of 15% to 20%. Having recently hired a new finance chief Johnson has set a new target of
at least 10%. Tony Scherrer (portfolio manager at Smead Capital Management) which holds
Starbucks shares has recently said: “This guy is methodical and the things he’s doing seem to be
good for shareholders.”
Ethical Considerations
In addition to creating a stronger financial performance for Starbucks Johnson has been admired
for his ethical approach to leadership as indicated in the following examples:
 Support for Customers to make informed and improved nutritional choices
Starbucks is committed to help customers to make informed and improved nutritional choices, as
part of a foundational change to the global business. It has made good progress in reducing sugar,
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simplifying ingredients, increasing healthy options and improving how it communicates with
customers so they can make the right choices for them.
It has led the way by making a commitment to reduce added sugar by 25% in its indulgent
beverages by 2020 and to reduce sugar by 20% in any new syrups that it uses when developing
new drinks. It is highlighting how to ‘Go Lighter’ on its menu boards. Its baristas will make
customers any drink they want from over 80,000 different drinks combinations available. It is
also currently evolving its food menu to offer healthier choices and working towards sugar
reduction in its bakery portfolio.
It is fully transparent with customers on the nutritional values of its food & drink offering. The
nutritional and calorie content of its food and drink is displayed on its website, menu boards and
display cases.
 Response to Racial Discrimination Incident
On 13 April 2018 Donte Robinson and Rashon Nelson (both 23 year old black men) were waiting
for a friend at a Starbucks café in Philadelphia. Staff members became suspicious and called the
police when they didn’t order any food or drink. As a result they were arrested on suspicion of
trespassing but released without charge after eight hours in custody. They told ABC
correspondent Robin Roberts that they had not been asked to leave the café by a member of the
Starbucks team at any point before being arrested.
A video recording of the arrest was released and went viral. The hashtag #boycottstarbucks
started trending on Twitter and protests against the company sprung up in Philadelphia and all
over the US.
Johnson was very quick to respond. He immediately issued an apology on Twitter and then
instructed the company to work on an extensive plan to deliver implicit bias training as soon as
possible.
Twitter apology …
“First, to once again express our deepest apologies to the two men who were arrested with a goal
of doing whatever we can to make things right. Second, to let you know of our plans to investigate
the pertinent facts and make any necessary changes to our practices that would help prevent such
an occurrence from ever happening again. And third, to reassure you that Starbucks stands firmly
against discrimination or racial profiling.”
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A press release was shared two days later outlining the company’s plan for implicit bias training …
“Starbucks Coffee Company today announced it will be closing its more than 8,000 company
owned stores in the United States on the afternoon of May 29 2018 to conduct racial-bias
education geared toward preventing discrimination in our stores. The training will be provided to
nearly 175,000 partners (employees) across the country and will become part of the onboarding
process for new partners. The curriculum will be designed by nationally recognized experts and
Starbucks is planning to make it available for other companies to use.”
In a video accompanying the press release Johnson acknowledged that the arrest was one in a
series of incidents of implicit bias that required ongoing attention …
“Closing our stores for racial bias training is just one step in a journey that requires dedication
from every level of our company and partnerships in our local communities … It’s an important
step that reflects our mission and our core values. We work to be a different kind of company, a
company that believes in using our scale for good. A company that believes that the pursuit of
profit is not in conflict with doing social good. And we are doing this on a topic that I believe
affects all of America. And this is the first step in our journey forward.”
In an ABC News exclusive the same interviewer that had interviewed both men interviewed
Johnson Kevin about the incident. She asked him if he believed that this was a case of racial
profiling. He responded by stating:
“Well Robin, Starbucks was built as a company that creates a warm, welcome environment for all
customers. That didn’t happen in this case. That I know. And so it’s my responsibility to ensure that
we review everything.”
Working for Starbucks : The Management Perspective
In 2018 Starbucks was named the fifth most admired company worldwide by Fortune. It has also
appeared on Forbes’ lists for Best Employers for Diversity, Top Regarded Companies of 2018, and
Best Employers for Women, among others.
According to Starbucks there are thirteen reasons why it is a great place to work…
1. 70 Percent of Starbucks Employees Are Students Or Aspiring Students
When you’re working at Starbucks, you’ll be surrounded by like-minded coworkers and managers.
Starbucks is dedicated to the academic and career success of its employees. See #2 to see how far
our dedication goes.
2. Starbucks Provides Full Tuition Coverage Through the Starbucks College Achievement Plan
(SCAP)
Starbucks offers full tuition coverage to all full- and part-time employees in partnership with
Arizona State University. Employees can choose from over 70 online degree programs, and you are
not required to stay with Starbucks after you earn your degree.
3. SCAP Students Have A Support Team Ready To Help Them Get Through School
This includes a dedicated enrollment counselor to guide you through the process of joining, success
coaches, academic and career advisors, and 24/7 tutoring on a variety of subjects as well. This
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interactive program keeps you connected with campus at all times.
4. More Than 80 Percent of Starbucks Employees Approve Of Their CEO
Starbucks employees are happy with the leadership of the company. And according to Glassdoor,
77 percent of them would recommend the company to a friend.
5. There Are More Than 87,000 Drink Combos
It’s no shock that customization of drink orders at Starbucks is intense, so much so that there are
87,000 possible drink orders (and counting) at any given Starbucks — and baristas can make most
(if not all) of them.
6. You Can Take Home A Free Bag Of Coffee Each Week And Choose One Free Food And Drink
Item Per Shift
Amazing, right?!
7. Employees Get A 30 Percent Discount On All Food And Beverage Items
Once you’ve claimed your free food, drink, and weekly bag of coffee, you’ll still save some serious
cash on everything else you buy.
8. You’ll Smell Like Coffee All The Time
That basically means you’ll be everyone’s favorite person.
9. Starbucks Employees Are Called “Partners”
Starbucks believes in calling all employees partners because the term fosters a sense of equality
and shared vision. In the company’s words: “we are all partners in shared success.”
10. Every Partner At Any Level Is Eligible To Receive An Annual Grant Of Company Stock
Unifying the team isn’t the only reason Starbucks refers to employees as partners. The Starbucks
Bean Stock program allows partners to share in the financial success of the company through an
annual Starbucks stock grant.
11. Starbucks Employees Who Work At Least 20 Hours/Week Are Eligible For Medical Benefits
This includes 100 percent coverage for preventive care.
12. You Will Learn Key Career Skills Like Great Customer Service, Teamwork, And Working
Efficiently Under Pressure
Nothing will test your endurance like a long line of customers ordering extremely specific drinks at
8am. But you won’t be alone. The whole team will be in it together working in synch at each
station. It’s an experience that develops trust, time and project management skills, and most of all,
your confidence.
13. You’ll Probably Never Burn Your Coffee Again
Because you’ve made thousands of amazing cups of coffee for thousands of happy customers.
Working for Starbucks : The employee perspective
(as identified by an article in Business Insider in May 2017)
‘It’s frowned upon if I stop to have a conversation with a regular.’
A current employee of seven years
“They’d rather us be machines. They are, whether they like it or not, a fast-food chain with lousy
food that I am required to push on people. When I started in 2010, we had partners who had been
there for eight-plus years. The customers were like family. We had seen their children grow. Now
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it’s frowned upon if I stop to have a conversation with a regular I haven’t seen in a while.
‘We’re running around like crazy.’
A current employee of more than five years
“I don’t know how many times I’ve heard that we’re the most important part of the company. I
almost wish they would read that same letter they read to us to the board so they could know why
they need to change the pay scale. If we’re the most important part of the company and our
connection is that important they shouldn’t be paying as little as they can get away with paying.
Managers say … we need to do a better job at connecting. Obviously, we’re not connecting,
because we have mobile here and we have drive-thru here, and we’re running around like crazy.”
‘It’s a cult that pays $9 per hour.’
A former Starbucks employee who recently left the company after a year
“At first, you watch all these videos about how wonderfully you’re treated and all the great
benefits. Your manager will tell you that your store is like another home, your partners are your
family, and you should always feel comfortable there. First Taste, the initial coffee tasting,
definitely makes you feel like you’re valued and welcomed. It all also feels genuine and unique
when you’re going through it.
The problem is that it’s not unique. Managers literally have a guide on how to onboard new hires
in such a way that they learn to love the brand and feel valued. The First Taste experience is not a
unique experience between you and your store manager — it is a carefully detailed and structured
activity with a checklist and steps the manager follows, given to them by corporate. Every single
thing you experience that makes you love the company is designed to manipulate you into doing
so. It’s not a company; it’s a cult that pays $9 per hour.”
‘My team wants to be able to afford rent and groceries.’
A current Starbucks employee
The company tries to sell the total pay package to partners, but that does not speak to the
younger generation, which is what most of our teams primarily consist of. My team wants to be
able to afford rent and groceries.
The company offers free college which at a base level, is an amazing benefit, but I can guarantee
you that if you had asked partners if they could have the option for higher pay or the college
achievement program, somewhere around 90% of all partners would have asked for increased
pay.”
‘The stress is overwhelming.’
A current employee
It’s exhausting being the only one on the floor and having to do register, hot bar and customer
support while you’ve got a medium-volume drive-thru and your drive-thru person is taking orders,
paying people out, and running cold bar.
Nothing gets cleaned. Nothing gets stocked. We’re getting screamed at by customers for not being
fast enough, so we try to go fast and then we mess up the money, or we mess up the drinks and
then we get yelled at for messing up the money and messing up the drinks. It’s all incredibly
tiresome. Just one more person on the floor in the afternoons and evenings would be incredible. …
There is no customer connection when we’re as busy and understaffed as we are. Again, put
another person on the floor, and we can talk. I’ve had people call the store to complain that we
seemed rushed and upset. The stress is overwhelming. A four-hour shift is too exhausting at this
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point, because there’s nobody to help us.
Starbucks demands that we do several tasks at once.
A current employee
Most stores are understaffed, and I believe that’s the way corporate wants it. Store managers
would rather be shorthanded rather than pay a penny of overtime.
As far as connecting with customers, what do they want? Do they want to ring as many customers
through as fast as possible (yes!) or do they want us to chat (yes!). Impossible to do both at the
same time. Customers want their latte 30 seconds ago, and they’re irate when they have to wait
or wait while we’re making small talk. The glares we get are not friendly ones. Starbucks demands
that we do several tasks at once, so how can we be expected to ‘connect with customers’? When
I’m making drinks, I barely make eye contact with customers when handing off drinks; I’m just
calling names out.
‘It’s just hard to tell the truth.’
A current employee
Starbucks has this website called ‘partner perspectives.’ It’s basically a website where they survey
their partners about their experiences. I and so many other baristas don’t feel secure in our roles
enough to tell them how we actually feel, because it is not anonymous. You have to log in with
your partner numbers and name, and it’s just hard to tell the truth when you don’t know how they
could retaliate.
‘Starbucks has a tendency to use people up and spit them out.’
A former Starbucks employee who worked for the company for three and a half years
Stores were being slowly and carefully de-staffed, creating real problems during peak business
hours. Customers would comment on the hurried, frantic pace behind the counter and managers
were instructed to respond with a cheery retort and then berate the staff to work faster with less
space, more products, and smaller time windows. Timing devices were added to the drive-thru
lanes so that everybody could see how long it was taking orders to move out of the window …
For all the bluster and braggadocio, Starbucks has a tendency to use people up and spit them out.
Fair compensation, appropriate staffing, and true cooperate support would be wise problems to fix
before attacking other problems that have been solely created by those three shortcomings.
Schultz’s View of Johnson’s Performance
In a wide ranging interview with Yahoo Finance former CEO Howard Schultz recently commented
on Johnson’s performance as follows:
“He deserves all the credit in the world. He is doing extraordinary. I mean, I’m so proud of him.
He is bringing a level of innovation and transformation to the company. He’s doing it his way. I
have no engagement, no involvement operationally in the company whatsoever. That’s the way it
should be. I’ve removed myself from the board of directors, not only because I was considering
running for president but because I didn’t think it was fair to Kevin [Johnson] to have a shadow in
the room. He needs to be his own man. I take great pride in his success. I’m cheering him on
every day. Starbucks’s best days are ahead of them. And mainly because of the leadership team,
because of Kevin. And I love what I’m seeing.”
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He went on to describe Johnson as “a true servant leader” who is “admired and trusted.”
Watch the following interview of Howard Schultz and Kevin Johnson back in April 2017 when
Johnson took over as President and CEO

Watch the following most recent interview with Kevin Johnson in August 2019.

Your management report should contain the following:
a. A short introduction explaining the contents of the report (5 Marks)
b. A succinct overview of the ‘servant’ leadership style and the challenges associated with
practicing it in the volatile, uncertain, complex and ambiguous (VUCA) environment typical of
the 21st Century. (10 Marks)
c. A critical evaluation of Kevin Johnson’s leadership style (using the appreciative inquiry
technique) focusing on Starbucks improved financial performance, its ethical challenges and the
views being expressed by some of its current and former employees. (20 Marks)
d. Why does Johnson have such a strong personal brand as an effective global leader? (10 Marks)
e. Provide two recommendations as to what you believe Johnson could do to build on his current
success and maintain Starbuck’s sustainability and competitive advantage. (10 Marks)
f. A short conclusion expressing your view as to whether Johnson is an effective role model for
aspiring leaders. (5 Marks)
You MUST use relevant concepts, models and/or theories of contemporary leadership to justify
your observations, comments and recommendations.
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2.3 Presentation (10 Marks)
The presentation of your portfolio document containing both your reflective statement and your
management report should contain the following:


A BPP Assignment Cover Sheet (including SRN & Word Count)
A Portfolio Document Title Page

A Contents Page

A Reflective Statement

A PowerPoint Presentation

A Management Report
(Including Introduction, Main Body and Conclusion)
Reference Listing
Glossary (optional)
Appendices (optional)



Marks will be awarded for:

A management report appropriate for both an academic and senior level business audience,
presented in a professional manner.
 Correct grammar and punctuation used throughout the report.
 Appropriate use of table and diagrams, if needed.
 Evidence of broad reading and independent research.
 Evidence of Harvard referencing skills used throughout the report.
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3. Student Guidance
The assessment is marked out of 100. The following table shows the mark allocation and the
approach required.
Content
Guidance : Part One
Reflective Statement (30 Marks)
You are required to reflect on the following questions and then to produce short answers for each of the sub-questions
together with four Powerpoint slides using the format provided within the proforma document.
You should aim for around 200 words overall in your answers for each question.
Each question is worth five marks made up of five sub-questions worth one mark each.
1. Why is a systematic understanding of leadership theories and organisations beneficial for aspiring leaders?
(5 marks)
a. What are the two fundamental questions that leaders need to ask themselves?
b. What are the two key aspects of leadership?
c. What is a leadership theory (style)?
d. Name two very different leadership styles that are appropriate for the current volatile, uncertain, complex and
ambiguous (VUCA) business environment.
e. Why do aspiring leaders need an in-depth understanding of a range of leadership styles?
2. Why is an ability to evaluate the contribution that individuals, leaders and stakeholders make in creating and
executing the mission and vision of an organisation important for aspiring leaders? (5 marks)
a. What is an organisational mission and vision?
b. What contribution do individuals typically make in executing the mission and vision?
c. What contribution do leaders typically make in executing the mission and vision?
d. What contribution do stakeholders typically make in executing the mission and vision?
e. Why do aspiring leaders need to be able to evaluate the contributions of the above?
3. Why is an ability to apply appropriate leadership strategies (including change management) in order to
maximise organisational potential in a variety of different business contexts important for aspiring leaders?
(5 marks)
a. What is a leadership strategy?
b. What is change leadership?
c. What is organisational potential?
d. What is a business context?
e. Why do aspiring leaders need to understand a broad range of leadership strategies that can be applied in in a
variety of different business contexts?
4. Why is an ability to critically evaluate a range of motivational theories (employee engagement) within a
specific organisational context important for aspiring leaders? (5 marks)
a. What is a motivation theory?
b. What are the two categories of motivational theories?
c. What is the contemporary term for employee motivation?
d. What is the ‘appreciative inquiry technique’?
e. Why do aspiring leaders need to be able to critically evaluate a range of motivational theories within a specific
organisational context?
5. Complete the ‘Potential Leadership Style’ Questionnaire and be prepared to answer the following questions
(10 marks)
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a. How would you define your potential leadership style? (2 marks)
b. What are your key strengths? (2 marks)
c. What are your key challenges? (2 marks)
d. What personal development do you need to undertake in order to develop your leadership ability? (4 marks)
You need to download the questionnaire from the VLE.
 You need to use this questionnaire as the starting point for Identifying your potential leadership style. It will
help you to identify whether you are likely to be more task or relationship focussed in your leadership style.
 You should use your knowledge of contemporary leadership styles to identify which one appears to be the
closest fit for you.
 You should identify what you perceive to be your key strengths in terms of your knowledge, skills and
behaviours.
 You should identify what you perceive to be your key challenges in terms of your knowledge, skills and
behaviours.
 You should identify the specific areas of personal development you need to undertake to develop your
leadership ability. Specifically what additional knowledge to you need, what additional skills do you need and
what behaviours do you need to adopt?
You MUST utilise relevant concepts, models and/or theories to justify your answers.
Guidance
Part Two : Management Report (60 Marks)
a. Introduction
Indicative Word Count : 100 Words
Marks Available : 5 Marks
 A very short introduction in which you explain the contents of your management report.
b. A succinct overview of the ‘servant’ leadership style and the challenges associated with practicing it in the volatile,
uncertain, complex and ambiguous (VUCA) environment typical of the 21st Century.
Indicative Wordcount : 500
Marks : 10 Marks
 You need to define the term servant leadership.
 You need to provide an example of good practice servant leadership within a contemporary organisation (other
than Starbucks).
 You need to provide a succinct overview of the potential difficulties and specific challenges of practicing servant
leadership within the current volatile, uncertain, complex and ambiguous (VUCA) business environment.
c. A critical evaluation of Kevin Johnson’s leadership style (using the appreciative inquiry technique) focusing on
Starbucks improved financial performance, its ethical challenges and the views being expressed by some of its current
and former employees?
Indicative Wordcount : 800
Marks Available : 20
Note : 2 Marks (10%) will deducted if you do not use the ‘appreciative inquiry’ approach to structure your answer.
 You need to identify Johnson’s leadership style providing evidence from the case study, his recent interviews
Potential Leadership
Style Questionnaire.pdf
17 BPP University School of Business and Technology
MSc LBO Academic Year 2019 – 2020 Coursework
and/or your independent research to support your observations.
 You need to identify the positive elements of Johnson’s leadership style in terms of what is working well for him
currently.
 You need to identify the negative elements of Johnson’s leadership style in terms of what is not working so well
for him currently.
 You need to identify Starbucks’ key stakeholders and comment on why some groups are likely to view his
leadership style positively and others negatively.
d. Why does Johnson have such a strong personal brand as an effective global leader?
Indicative Wordcount : 500
Marks Available : 10
 You need to comment on why you believe that Johnson’s leadership style and the decisions he has made during
his two year tenure as President and CEO appear to be having a very positive impact on his personal brand as a
global leader at the moment?
 You need to justify your comments with reference to information contained within the case study, his recent
interviews, interviews and/or presentations made by his critics and your own independent research.
e. Provide two recommendations as to what you believe Johnson could do to build on his current success and maintain
Starbuck’s sustainability and competitive advantage.
Indicative Wordcount : 500
Marks Available : 10
 You need to make two clear recommendations based on what you would advise Johnson to do in order to build on
his current success and ensure Starbuck’s sustainability and competitive advantage going forward.
 You need to justify your recommendations with reference to information contained within the case study, his
recent interviews, interviews and/or presentations made by his critics and your own independent research.
e. Conclusion
Indicative Word Count : 100 Words
Marks Available : 5 Marks
 A short conclusion in which you express your view as to whether Kevin Johnson is an effective role model for
aspiring leaders.
This is a management report and should be written in the third person.
You MUST utilise relevant leadership concepts, models and/or theories to underpin your views, opinions and critical
evaluation and recommendations.
Elements of each section can be presented in bullet-points and/or a table format.
18 BPP University School of Business and Technology
MSc LBO Academic Year 2019 – 2020 Coursework
BPP Coursework Cover Sheet
Please use the table below as your cover sheet for the 1st page of the submission. The sheet should
be before the cover/title page of your submission.
Programme
MSc Management with Streams
Module name
Leading Business Organisations
Schedule Term
Autumn 2019
Student Reference Number (SRN)
Report/Assignment Title
Leading Business Organisations Portfolio
Date of Submission
(Please attach the confirmation of any
extension received)
02 January 2020
Declaration of Original Work:
I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my
original work, researched, undertaken, completed and submitted in accordance with the requirements
of BPP Business School.
The word count, excluding contents table, bibliography and appendices, is ___ words.
Student Reference Number: Date:
By submitting this coursework you agree to all rules and regulations of BPP regarding assessments
and awards for programmes. Please note, submission is your declaration you are fit to sit.
BPP University reserves the right to use all submitted work for educational purposes and may
request that work be published for a wider audience.
BPP School of Business and Technology
19 BPP University School of Business and Technology
MSc LBO Academic Year 2019 – 2020 Coursework
Appendix A – General Grading Criteria (Level 7)
Criteria
Pass Grades
Referral/Fail Grades
High Distinction
85-100%
Distinction
70-84%
Merit
60-69%
Pass
50-59%
Referral/Fail
30-49%
Referral/Low Fail
0-29%
The work displays:
The work displays:
The work displays:
The work displays:
The work displays:
The work displays:
Knowledge &
Understanding
(a) Systematic
Understanding
(b) Emerging
Thought
(a) Strong evidence of a
comprehensive and
systematic understanding of
an extensive range of
appropriate issues,
concepts, theories and
research
(a) Clear evidence of a
comprehensive and
systematic understanding
of a considerable variety of
issues, concepts, theories
and research
(a) Clear evidence of a
comprehensive and
systematic understanding
of all major – and some
minor – issues, concepts,
theories and research
(a) Evidence of a
systematic understanding,
which may contain some
gaps, of all major – and
some minor – issues,
concepts, theories and
research
(a) Evidence of an
understanding of an
appropriate range of issues,
concepts, theories and
research but has significant
gaps or misunderstandings.
(a) Evidence of a limited
understanding of issues,
concepts, theories and
research either major
and/or minor.
(b) Sustained excellence in
the application of thoughts
and practices at the forefront
of the discipline
(b) Precise and well-judged
application of thoughts and
practices at the forefront of
the discipline
(b) Some clear evidence of
the application of thoughts
and practices at the
forefront of the discipline
(b) Clear evidence of an
understanding of thoughts
and practices at the
forefront of the discipline.
(b) Unclear or imprecise
understanding of thoughts
and practices at the
forefront of the discipline.
(b) Significant gaps in the
understanding of the
debates at the forefront of
the discipline.
Argument
(a) Analysis,
Synthesis &
Evaluation
(b) Numerical
Analysis
(c) Argumentation
(d) Independent
Research
(a) Consistently precise,
accurate and reasoned
analysis, synthesis and/or
evaluation; addressing
issues with insight or
originality
(a) Consistently precise,
accurate and reasoned
analysis, synthesis and/or
evaluation addressing all
issues, some with creativity
(a) Precision, accuracy and
clear reasoning throughout
the analysis, synthesis
and/or evaluation
addressing all issues
appropriately
(a) Broad levels of
precision, accuracy and
reasoning in analysis,
synthesis and/or evaluation,
and addresses all key
issues
(a) Errors which affect the
consistency of the analysis,
synthesis or evaluation
and/or key gaps in the
issues addressed
(a) A lack of precision,
accuracy or reasoning in
analysis, synthesis or
evaluation with significant
gaps in the issues
addressed
(b) Numeric analysis that is
complete and free from
errors with application of
methods that may be
insightful or original
(b) Numeric analysis that is
complete and mostly free
from errors with fluent and
appropriate application of
methods.
(b) Numeric analysis that is
complete and mostly free
from errors with relevant
and effective application of
methods.
(b) Numeric analysis that is
mostly complete and free
from significant or critical
errors with appropriate
application of methods.
(b) Numeric analysis that is
mostly complete but
contains errors with
significant effect, or
methods that are applied
inappropriately
(b) Numeric analysis that is
incomplete or contains
errors which have critical
effect, or methods that are
applied inappropriately
(c) Extremely strong and
consistent argument making
a convincing whole with
evidence of originality.
Impressive dexterity in the
use of information gathered
to support the argument.
(c) Extremely strong and
consistent argument that
convincingly addresses issues
including uncertainties and
conflicts. Excellent use of
information gathered which to
support and further the
argument
(c) Evidence of an
argument that is generally
convincing with a good
internal consistency and
addresses most issues.
Very good use of
information gathered to
support the argument.
(c) Evidence of an overall
convincing argument but may
have weaknesses, gaps or
inconsistencies. Clear use of
information gathered but may
have some weaknesses in the
integration into the argument.
(c) Evidence of a consistent
argument but may have
weaknesses, significant
gaps or be unconvincing.
Clear use of information
gathered but may not be
sufficient to sustain the
argument.
(c) Lack of consistency or
structure in the argument.
Serious weaknesses in the
integration of evidence
and/or no awareness of the
limitations or weaknesses
of the research.
20 BPP University School of Business and Technology
MSc LBO Academic Year 2019 – 2020 Coursework
Criteria
Pass Grades
Referral/Fail Grades
High Distinction
85-100%
Distinction
70-84%
Merit
60-69%
Pass
50-59%
Referral/Fail
30-49%
Referral/Low Fail
0-29%
The work displays:
The work displays:
The work displays:
The work displays:
The work displays:
The work displays:
Argument
(continued)
(d) Independent
Research
(d) Evidence of an innovative
or original use of extensive
personal research which has
been thoroughly critically
evaluated both conceptually
and methodologically
(d) Substantial research
and evidence of an
innovative use of a wide
range of personal research
with clear and consistent
critical evaluation both
conceptually and
methodologically
(d) Clear evidence of
considerable personal
research and the use of a
diverse range of
appropriate sources but
may contain problems with
consistency in the
conceptual and
methodological critical
evaluation
(d) Appropriate use of a
wide range of personal
research which is critically
evaluated for key
conceptual and
methodological issues
although this may not be
consistent throughout
(d) Evidence of a range of
personal research but
evidence of methodological
or conceptual evaluation
may be limited, inconsistent
or inappropriate
(d) Over reliance on very
restricted range of personal
or secondary research
much of which may not be
evaluated and may not be
directly related to the
question or area
Presentation
(a) Structure
(b) Referencing
(c) Use of
Language
(a) Excellent structure and
presentation
(a) Excellent structure and
presentation
(a) Good structure and
presentation
(a) Adequate structure and
presentation
(a) Adequate structure and
presentation
(a) Poor structure and
presentation
(b) Precise, full and
appropriate references and
notes.
(b) Precise, full and
appropriate references and
notes.
(b) Full and appropriate
references and notes with
minor or insignificant errors
(b) Good references and
notes with minor or
insignificant errors or
omissions
(b) Competent references
and notes but may contain
inconsistencies, errors or
omissions
(b) Poor references and
notes with multiple
inconsistencies, errors or
omissions
(c) Subtle use of language
expressing highly nuanced
thought with clarity and
precision to a level
appropriate for submission
for publication.
(c) Precise use of language
expressing complex
thought with clarity,
accuracy and precision
which furthers and
enhances the argument
(c) Clear and precise use of
language allowing a
complex argument to be
easily understood and
followed
(c) Generally clear use of
language sufficient for
arguments to be readily
understood and followed
(c) Generally
understandable use of
language but significant
errors in expression
affecting overall clarity
(c) Serious errors in the use
of language which makes
meaning unclear or
imprecise

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