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SECTION 1: COURSE LEADER’S REPORT
Overall Performance
- Areas of Excellence or Strong Performers or Examples of High-Quality Work
Overall students performed well in this exam. Most students were able to demonstrate understanding of the topics and were able to give good examples from their own experiences or practice in each of the questions. Excellent answers did this and provided a depth of analysis of their experiences or practice through theoretical lenses and other knowledge referenced in the course. Fewer excellent answers than previous diets, but overall good.
- Areas for Improvement or Areas Requiring Further Focus or Key Development Areas
Students should make sure they read the question carefully and answer to the specific requirements. In several questions students did not engage with theory and knowledge from the course, providing opinion-based or largely descriptive answers. Others might not have referred to practice or experience. The two elements – theory and practice – are required for every question and so students should be mindful that they must refer to both. In this diet, poor referencing or very limited referencing seemed more common and this reduced marks for some.
- Recommendations for Future Submissions or Future Submission Strategies or Tips for Success in Future Assessments
Some students provided only limited reference to theory and knowledge and in some cases, reference to practice was limited to very surface examples. While these may have addressed the questions and were therefore meritorious of pass marks, the lack of critical engagement and depth of analysis limited them. Students must read the questions properly and do what is asked of them. A few of them did not and could only receive fail grades because they have not fulfilled the tasks set.
Section A
Based on your experience of a leader, with reference to theory and knowledge learned in this course, provide an analysis of his or her leadership approach and effectiveness.
For this diet, the mandatory question in Section A was largely competently answered, with an average mark of 65. Students have the opportunity to practice this question and refine it in their own time throughout the course, submitting their final draft during the exam. Some students did an excellent job of this and almost all answers included interesting examples of leaders observed. Elsewhere, the marks range was based on the degree to which the leadership observed was analysed through theoretical lens(es). Lower marks reflect a surface engagement with knowledge. Higher marks reflect a greater degree of engagement with theory.
Section B, question 1
Increasingly ethics and authenticity are important in organisations. Critically discuss the links between authentic leadership and ethical leadership in an organisation in which you have participated.
Answers to this question averaged at 63%, with some excellent responses and some less so. The question required students to explore the links between authenticity and ethics, and so students were expected to explain each of these concepts. Sometimes, answers referred to only one and had limited engagement with theoretical underpinnings or lack of linking the two. But most answers were competent and provided some interesting examples.
Section B, question 2
For leaders in creative organisations, how may the tension between producing innovative, high-quality outputs and commercial or budgetary constraints be handled? You should refer to leadership theories in your answer and you should use examples from an organisation with which you are familiar to illustrate.
Answers to this question averaged at 64%, with some excellent responses and some less so. The highest scoring answers referred practice/experience and linked to leadership theories and approaches that would support creative work, reputation, while at the same time managing commercial budgets and the need for more routine work. Many students, quite rightly, noted transformational and relational types of approaches that would be useful. Those that scored less well often omitted much analysis.
Section B, question 3
In an organisation in which you have experience, does leadership style vary by gender and/or are there other influences on leadership between the genders. Critically discuss.
Answers to this question averaged at 63%, with some excellent responses and some less so. Some students have really excellent analyses, citing relevant data and theories and linked to their own experiences or observations. Less high quality were those answers that have opinion-based responses without much evidence, or descriptive accounts only.
