(Solution) Assessment ID / CIPD_5OS06_23_01 5OS06 Leadership and management development
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Task-Questions
| (AC1.1) Explain how recent, current and potential future trends in your industry’s business environment are combining to underpin the case for a review of current leadership and management development activities or programmes. Illustrate your answer with specific examples.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 390 words |
| Current External Trend
One of the external factors influencing Riyad Bank within the Saudi Arabian banking sector is the digital transformation. According to Cheese (2024), increased adoption of fintech solutions, mobile banking, and the use of Artificial Intelligence has elevated the demands for effective, efficient, and personalised services. This trend also encompasses legal requirements for companies’ data protection to secure consumer information and data within digital channels, to drive innovation and create market differentiation in a constantly shifting environment. Leadership and Management Development Programs to review Due to this Trend To address the digital transformation trend, Riyad Bank needs to assess its management and leadership training programs to include the digital skills, change management, and customer-centric innovation. For example, training may comprise of workshops on the use of AI in decision making and lessons on cybersecurity compliance. Leadership programs could also address the need to develop an agile mindset within the organisation where managers are equipped and ready to embrace change resulting from emerging technologies and changes in laws and regulations of the market environment (CIPD, 2014). Future External Trend One of the future external trends is the emphasis on sustainability and green financing influenced by the objectives of the Saudi Arabia’s Vision 2030. The banks, including Riyad Bank, are expected to fund sustainable projects and environmentally conscious investments while following the international environmental, social, and governance (ESG) principles. This trend will in the future shape the investment strategies and the expectations of the major market players (Carmichael, 2011). Leadership and Management Development Programs to review Due to this Trend To address the future trend of sustainability and green financing, it is imperative that the leadership and management training of Riyad Bank provide thorough training in ESG and sustainable investment. Such programs should enable leaders to identify the environmental and social effects of the financial choices made and conform to global best practices on ESG (CIPD, 2024b). Tools like practical workshops and learning scenarios might be used to equip the leadership teams for problem-solving and decision-making, including how to address the conflict of interest between financial performance and environmental sustainability. In addition, the programs should focus on developing strategic thinking skills for identifying opportunities in sustainable investments, promoting innovation, and integrating with the vision of Saudi Arabia 2030. This way Riyad Bank will be able to further strengthen its position as a responsible bank and a value creator for the long term.
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| (AC1.2) Explain the meanings of ‘leadership development’ and ‘management development’ making a clear distinction between these two functions.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 390 words |
| Leadership Development
Dent (2024) defines leadership development as the process of building people’s capacity to inspire, influence, and guide teams towards the accomplishment of specific tasks within organisations. It focuses on building vision, emotional intelligence, strategic thinking, and decision-making abilities. Leadership development ensures that the leaders that are being developed are able to create new ideas, manage change and steer the teams to the vision of the organisation in the future, such as Vision 2030 of Riyad Bank. To develop a leader, Riyad Bank could offer mentorship, leadership training, and experiential learning opportunities such as leading cross-functional projects. Specifically, programs should aim at enhancing strategic thinking, emotional intelligence, and change management capabilities. To develop their leadership skills, leadership coaching and practical experience gained through tasks like sustainability projects can also help them to motivate and lead change (Howlett, 2020). Leader development is different from manager development because the leader development focuses on vision, influence and long-term plans whereas the manager development focuses on operations, delegation and performance (Duggal, 2024). The leadership development at Riyad Bank might centre on Vision 2030 while the manager development might centre on change management and how to work more efficiently in order to meet the organisational goals. Management Development According to Kotter (2023), management development refers to the process of enhancing the knowledge and skills necessary for planning, organising, and directing work. At Riyad Bank, the management development enhances team effectiveness, the delivery of excellent services to the customer, and compliance with the banking operations regulatory measures. To develop a manager, Riyad Bank could offer training on project management, process improvement, and legal requirements. This may comprise of case analyses, team management training, performance measurement and monitoring tools (Willmott, 2023). Managers could also gain from feedback systems and learning that is tied to roles and aimed towards operational effectiveness. Management development is different from leadership development since it focuses on developing the functional, technical and operational competencies, capacities, and effectiveness of managers, for instance, to manage a branch, to achieve compliance or to implement changes (CIPD, 2024d). On the other hand, leadership development focuses on enhancing awareness of vision, strategic planning and management, and power to mobilise people. At Riyad Bank, the leaders are prepared to spearhead change initiatives which include digital change or sustainability strategies that supports the organisation’s strategic objectives such as Vision 2030.
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| (AC1.3) Drawing on published models of contrasting leadership and management styles, explain the prevalent current approach in your organisation (or an organisation with which you are familiar).
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 390 words |
| Leadership Style in Riyad Bank
Riyad Bank has adopted transformational leadership style, aligning with James MacGregor Burns’ theory. This style is aimed at motivating employees to go beyond the ordinary through sharing organisational goals, creativity, and commitment (Golema, 2019). Transformational leaders at Riyad Bank promote change in the organisation and inspire teams to adopt change for example during the digital and sustainable transformations. Leaders focus on teamwork, the development of trust, and ensuring that employee goals match with the company’s Vision 2030 goals. For instance, transformational leaders may explain the reasoning behind technological changes, for instance, how they improve customers’ experience and support Riyad Bank’s strategic plan. They help their employees through coaching, enable them to enhance their talent and performance, and appreciate them in order to create a sense of belonging and meaningfulness (Ugochukwu, 2024). This approach assists Riyad Bank in meeting the dynamic challenges in the banking industry and environment, including the compliance with the regulatory requirements and the customers’ demands. The focus on creating a common vision for the organisation, and innovation management makes sure that the organisation is well positioned to integrate new technologies as well as sustaining its market position and thus delivering value to stakeholders and meeting strategic goals. Management Style Riyad Bank uses the delegative management style, which aligns with Tannenbaum and Schmid’’s Continuum of Leadership model. According to Drew (2023), this theory explains leadership behaviours ranging from autocratic to democratic leadership to enable managers to change their management style depending on factors such as employee competence and job characteristics. In Riyad Bank, delegative style is used mostly in high-skill teams, for instance, IT or risk management. Managers give authority to the team members to work on specific tasks and make decisions within the parameters set by the management. For instance, while creating a new digital banking solution, the management offer the overall strategy, but the technical details are left for the team to determine. This approach improves accountability and takes advantage of experiences of other specialists. This way, managers foster an organisational culture based on trust and employee independence, which leads to innovation and effective problem solving (Ganesh, 2024). This management style is particularly useful in the context of the rapidly evolving bank industry, for example, in the process of incorporating fintech solutions, or adapting to the changes within the regulatory framework, thus ensuring the competitiveness and customer orientation of Riyad Bank.
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| (AC1.4) Compare the knowledge, skills and behaviours of leaders and managers in your organisation (or an organisation with which you are familiar) and identify the areas they most need to improve in. Justify your answer.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 390 words |
| Knowledge Required for Leaders and Managers
Leaders at Riyad Bank need to have excellent knowledge of strategic planning in order to ensure that the goals of the organisation are coherent with Vision 2030 and have an overall understanding of the economic and environmental context in order to promote the creativity and sustainable development (Daisley, 2017). Managers, on the other hand, must have excellent knowledge of the operational processes that are involved in everyday banking, including aspects of financial laws, work flow, and resource management to enable smooth delivery of services in the organisation. Skills Required for Leaders and Managers Leaders need visionary thinking skills which are critical for leaders to spot opportunities in the market, motivate employees, and develop strategies for the future, especially in digital transformation and sustainability projects in Riyad Bank. On the other hand, managers need to possess effective problem-solving skills in order to tackle various issues that arise in the market place, for example handling a dissatisfied customer, improving on certain operations to meet the requirements of the customers. Comparison: Leadership skills are associated with vision and motivation, while management skills are associated with problem solving (Pearce, 2004). They both are interrelated as the strategic vision cannot exist without effective execution. Behaviours Required for Leaders and Managers Leaders need to exhibit inspirational behaviour and be a source of motivation to their teams especially when dealing with change or innovation processes. On the other hand, managers should show accountability. According to Kurter (2024), this means that they need to ensure that the set tasks are accomplished in the right manner and at the same time, maintaining transparency in their actions to uphold trust and operational standards. Comparison: Leaders set overall direction and vision and motivate people to achieve strategic objectives while managers set clear expectations and ensure that work is completed efficiently. Improvement Areas for Leaders and Managers Leaders should develop self-awareness and emotional intelligence, specifically, empathy and flexibility to be able to work with different people and help them in the process of change. Managers should enhance the communication skills in the organisation so that there is proper and effective communication between the managers and employees, thus avoiding any form of confusion and hence improving on the departmental cooperation (Landry, 2019).
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| (AC2.1) Drawing on your wider reading, identify two different ways in which the people management team in your organisation (or an organisation with which you are familiar) could support established leadership and management practices and programmes.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 390 words |
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- Within six months, PS&M personnel will be provided with chances for capacity building through partnerships with educational institutions to gain knowledge and skills for implementing category management.
- The PS&M would become more motivated in the long run by providing recognition and benefits for pursuing category management implementation.
- Within a year, an effective change management strategy would be pursued, focusing on tracking the change and spotting change resistance
1.0 Introduction
1.1 ADNOC Organisation Background
In this report, the organisation of focus is Abu Dhabi National Oil Company (ADNOC). This is for understanding the impact of contract terms and conditions on distribution of risk and power with their suppliers. This is an organisation which began its operation in 1971 and today is ranked as the leader in diversified energy group which is owned by Abu Dhabi Government (ADNOC, 2022). The organisation network of holistically integrated business has based their operations across the entire energy value chain assisting their capacity for meeting overall demands of the consistently changing energy markets. For remaining competitive, the organisation has allocated $15 billion for advancing and accelerating lower-carbon solutions, investment in new energy solutions and decarbonisation technologies for lowering their carbon intensity with 25% by 2030 and successfully facilitating their NetZero by 2050 target. The company has a network of fully operational companies that operate throughout the entire hydrocarbon value chain, handling tasks including exploration, production, processing, storing, refinement, and supply in addition to manufacturing a wide range of petrochemical products. I work as a Contract Engineer for ADNOC Offshore, one of the company's divisions. The offshore division of ADNOC is responsible for the delivery and development of oil and gas resources in the waters surrounding Abu Dhabi. With OPEX and CAPEX, ADNOC Offshore spends over 3,000 million dollars annually. The organisation structure is as illustrated in figure 1; Figure 1: ADNOC Organisation Structure1.2 Identified Category Management
The deployment of the iSourcing system, a technology-focused procurement procedure, was chosen as the category management in this study. The need for oil and gas has significantly expanded in the modern era since the Covid-19 epidemic. As a result, ADNOC is forced to spend money on equipment to help them process and refine more oil and gas products. In light of this, the team leader's responsibility is to see that an iSourcing system is in place and can be utilised to purchase the new machines that the company needs to upgrade its operations. Locally in UAE, regionally in the Middle East, and internationally in Western nations, this would apply. This project aims to produce a report outlining the implementation of the change approach. This is done while ensuring the team members and leader have the necessary abilities to carry out the plan successfully. Implementing the new category management strategy is the kind of change being sought. The learner will be the team leader throughout the full category management process since a team has been chosen to oversee the deployment of iSourcing. The practical approach would be utilising various tools and strategies that demonstrate leadership and best practices in change management, along with a focus on the category management data from the ADNOC firm.2.0 Change Management Approach
2.1 Introduction of the Required Change Process
In its Procurement Supply and Management (PS&M) budget, ADNOC had allocated roughly 10 million UAEis before the COVID-19 epidemic. Up to 5,000 domestic and foreign providers are currently utilised in this. Because of the significant financial allocation in PS&M, the ADNOC sourcing method is crucial to their operations in this scenario. Logistics, equipment, and facility administration are all purchased separately by the organisation, all of which fall under the organisation's primary spending categories of computers and technical systems. As a result, they lack a centralised system that would allow all departments to be involved in aiding the procurement procedure (CIPS, 2020). The Burke-Litwin Model (Coruzzi, 2020) can pinpoint the internal and external factors that contributed to the identified change. This model ranks the many change drivers according to their importance and provides evidence of each one in figure 2; Figure 2:Drivers of Change Model When taking into account the ADNOC organisation and indicated change, these elements have the following effects, as stated in Table 1: Table 1:Summary of the Drivers of Change in ADNOC Organisation| Factors of change | Explanation |
| External environment | Supply chain networks have been significantly impacted since COVID-19. ADNOC's ability to replenish stock, equipment, and machinery has been affected. Therefore, ADNOC would participate in strategic alliances by including diverse actors and intermediates in the complete value chain through iSourcing |
| Individual and oganisational performance | ADNOC's investment in iSourcing would reduce PS&M turnover, everyone's performance, and supply chain network satisfaction. |
| Leadership | To ensure iSourcing success, the PS&M will lead and manage efficiently. This inspires and guides other organisations to iSourcing success. |
| Mission and strategy | The achievement of ADNOC's aim to provide high-quality oil and gas products would be ensured by the deployment of iSourcing. The justification for this is to quickly and effectively engage highly qualified vendors. |
| Organisation culture | Implementing iSourcing would promote the collaborative and teamwork-oriented organisational culture of ADNOC. This is due to the platforms offered by iSourcing that provide suitable options for teamwork and collaboration. |
| Task requirements and individual skills | Employees at ADNOC lack the knowledge and skills necessary to deploy iSourcing. This deficit might be filled by offering possibilities for professional advancement. Implementation of the change would be successful. |
| Employee motivation | This report's proposal suggests that providing monetary and non-monetary rewards is necessary to encourage people to adopt iSourcing. This is for employing remarkably contemporary systems of practice. |