Tutorial Submission 2  z5362145

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University of New South Wales *

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Management

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Feb 20, 2024

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1 T UTORIAL S UBMISSION 2 In this week (two) Tutorial Submission, the significance of good leadership and the contributing factors that benefits the discussion in relation to the application of leadership within the Major Assignment scenario context will be analyse and assessed. In structured organisation with a defined goal, leadership and good management is crucial for the growth of organisations. Organizations are increasingly aware of the significance of and the role of leaders in the working environment for employees. The role of leadership is developing not only to focus on results and common goals of the project, but also to focus on the collaborative synergy between the team members with an encouraging approach. This adds another dimension to a role that traditionally focused solely on profitable ramification for the company. Successful leadership essentially approach achieving organisational goals and profits with more collaborative people focused synergism amongst the team they are leading which it is not necessarily easy in complex business environments. The leaders have the role of a group associated with the status and power within the group that people, both inside and outside the group, can recognise formally or informally. While only one or two official leaders are normally part of the group, all members of the group can perform leadership roles that are complex in beliefs, patterns of communication and conduct that affect the workings of a team and move a group towards its tasks. My team members and I have discussed the type of leadership that we all believe to be most effective and applicable in creating democratic element that would enable everyone to express their opinion and ideas on the matter in an orderly manner. In which our team agreed on the ‘Supportive’ style of leadership in respond to the current dynamic of our team. W HAT IS SUPPORTIVE / SUPPORTING LEADERSHIP ? The ‘Supportive’ leaders are individuals who are prepared to identify what changes and assistance are necessary to ensure the well-being of their team and, in turn, deliver high performance by alleviating unnecessary obstacles. The leader is not so concerned with ordering and detail management as with providing employees with the tools they need for their own results. Delegation

2 remains a critical part of supportive management, but it is not just a matter of assigning tasks to get results. Rather, the leader works with their team members to identify and improve skills and talent until the team member fully empowered in a specific area and can independently complete task. One important element for supportive leadership is that the leader works with the individual until they have the power and expertise to perform tasks in the future with minimal supervision. This helps to create a successful and loyal team capable of producing effective business growth results. The establishment of a supportive environment provides mentoring bond and approach that benefits both the leader and therefore the business. The key ability of a supportive leaders relies heavily on: 1. Seeing the bigger picture – As time equate to money, seeing the bigger picture and identifying the expectations and how to manage the involvement of team will be crucial. 2. Prioritisation – Engaging with team members on the key prioritise and the effectively communicating the objectives through explanation of needs and what needs to be achieved to team members is important. 3. Empowerment and inspiration – It’s always easy to inspire teams and individuals, but a leader can motivate by being supportive and showing confidence. By allowing team members to take over, and by promoting individuals to try and be honest, can create loyalty, trust and a high level of productivity, given that team members understand clearly what is needed and what is expected. 4. Communication – Being open with lines of communication team members to understand and talk through projects and expectations of the project. It also helps learning and implements different communication styles to minimise misinformation and resolve inevitable arising issues. 5. Accepting mistakes – A supportive leader can not only accept errors and failures but also have the kind of relationship with their team that creates an open dialogue for people to feel comfortable to learn from mistakes and grow. 6. Being available – When required, it can contribute to fostering an underlying safety blanket, which will enable team members to request support and be taken seriously. The ability to get along at certain times and provide support and guidance will promote loyalty, promote success and retention of team members.

3 S UPPORTING L EADERSHIP IN TERMS OF STRENGTH AND WEAKNESSES Supporting leadership consists in building confidence, inspiration and helping fellow members to overcome their challenges. Leaders who want their teams to be more supportive should try to encourage teamwork, pay attention to relations with the members and show commitment. However, a downside to supporting leadership is that this style of leadership does not apply to all organisations. It applies well when there are more knowledgeable and experienced individual outweighs the inexperience. In particular, supporting management is suitable for flat organisations. Supporting management is best suited for firms that adopt a flat organisational structure that encourages employees to be creative in project management. A supporting leadership style cannot, however, be the best for a bureaucratic business that involves straightforward activities. In fact, it can ultimately waste both time and resources of the leader and their team leaders (Corporate Finance Institute, n.d.). A PPLICATION TO SCENARIO ONE As discussed above, it is stated that supporting leadership is most accommodating towards a flat organisation. This type of organisation refers to a structure with few or no management levels between managers and staff. The flat organisation, while promoting its increased participation in decision making, supervises employees less. Now, let’s identify the metrics of scenario one.

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4 Position held: Senior Project Engineer Area of Responsibility: Facade Manager Report is required to be presented to: The Project Director Situation: 1. The Project is a 45-storey commercial High-Rise building located in Brisbane, with a very large floor plate. 2. Currently the structure is at level 18. The façade is at level 10 3. The program is behind. 4. The budget is not being met. 5. Quality issues arise with survey reports 6. You are of the view that your group is understaffed. 7. The facade team are new to each other, and this is the first occasion that this façade system has been used in Brisbane 8. Some of the team is lacking experience in façade work and have been assigned from a Structures team on another project. 9. There are rumblings on site of the employees of the tower crane crew company not being paid their wages correctly. 10. An additional situation created by the Group that illustrates an issue in HRM. This provides an additional opportunity to demonstrate learnt techniques and subject matter knowledge. From the metrics, scenario one has multitude levels of management and it deemed as understaffed with inexperienced team members outweighing the experienced members. Although supportive leadership is not deemed as the most suitable form of leadership however there are positive qualities that was discussed above that can remedy and successfully navigate through this tough situation. Acceptance of the mistakes is a major ingredient in building innovative and creative resolution to the issues at hand. While the project is behind alongside with other issues regarding budget and quality issues both internally and project wise. Seeing the bigger picture will enable the engagement with the team upon reviewing what progress and work has been done so far in order to identify the expectations for the scope of works of the project and reprioritising the workload and delegate it to current team members. Thus, developing methods to improve team’s workflows and communication and understanding the team on an individual level and evaluation over the current state of the day- to-day operation will allow members to understand and reprioritise their tasks and commitment in order to catch up within the project which is vital. There’s no denying the pitfalls of perception, as many error and mistakes are traced back to oversimplified misperception on part of the team members or failure of the superior to recognise the context or framework of a project therefore it is crucial that on-going communication on the progression and the next step of one’s workflow should be regularly communicated to all those working on the project. As for inexperienced team members, the lines between decisions that are the prerogative of the superior and those that can be made by or in consultation with the subordinate must be clear to make dependence tolerable. Once these expectations are set, it is important that they are not

5 transgressed as often as necessary. It is ideal for inexperienced member to operate freely without a leader looking over their shoulder. The leader should clarify the objectives and proposed alternative ways of attaining objective of task enabling team member to contribute additional intelligence through creative ways to ensure successful results. As mistakes are inevitable, leader must expect of their team members to learn from their own mistakes. This concept of long- run growth in a critical part of leadership and by conducting a SWOT analysis on the team to identify each member’s strength and weakness, it will help identify the members most suitable to perform different task within this project and also can reallocate members more suitable to work on other concurring projects. Therefore, identifying and understanding the mistakes made during the progression of the project will allow room for better clarity and connection of ideas and opinions through effective adequate communication for future project – enhancing productivity, quality and comprehension of work. There will inevitable downsides for all parties contributing within this project, as over-time and freezing of wages due to the financial constraints, therefore being clear and upfront about the reality should be communicated with the most humility manner as possible. As issues surrounding sensitive topic of money will affect the employees’ morale. The supportive leadership will accommodate for this morale conundrums as most team member as they are intuitively aware of the emotion of others through their empathy. This factor in being emotionally intelligent and ware will be suitable when presenting information, making assignments or engaging with their team members and employees on-site. R EFERENCES Corporate Finance Institute. (n.d.). Supportive Leadership - Learn How to Be a Supportive Leader . [online] Available at: https://corporatefinanceinstitute.com/resources/careers/soft- skills/supportive-leadership/#:~:text=Supportive%20leadership%20involves%20building %20trust [Accessed 24 Mar. 2021].

Tutorial Submission 2  z5362145

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