PDMM Module 3 2020 (PGR - Reader Discretion is advised: some segments may be deemed offensive by readers with sensitivities
The Class of 2020 is yet to receive any general or otherwise feedback from this great course - which came with a digital textbook with a Read-Along option towards optimizing student learning. Below are the sectional responses in detail.
Chapter
2
Leadership
and Influence
Lebogang
K Tlou
G11t0407
Multiple-choice
questions
Question 1
The idea of the _____
theories of leadership was that great leaders were able to analyse and
understand situations quickly and adapt their leadership style to fit the
person, the problem, or the situation presented to them.
2. contingency
Question 2
Grint conceptualised
leadership in four significant different approaches, namely leadership as
_____, _____, _____ and _____.
3. person, process, position, results
Question 3
The ability to mobilise
resources to get things done is referred to as _____.
2. power
Question 4
A leader threatening his
or her followers with disciplinary action has _____ power.
2. reward
Question 5
When a follower accepts
that his or her leader has the right to direct, request or demand change, the
leader is said to have _____ power.
4. legitimate
Question 6
Positional power includes
(i) _____ power, while personal power includes (ii) _____ power.
3. (i) legitimate, reward, coercive and information; (ii)
referent and expert
Question 7
_____ power refers to the
power to change the physical work environment, technology and the organisation
of employees’ work.
1. Ecological
Questions 8 to 10
Match the proactive influence
tactic in Column A with the correct description in Column B.
8.Apprising: 4.
The leader persuades the follower by focusing
on how the achievement of a task will personally benefit the follower in terms
of his or her career, skills or profile.
9.Exchange: 1.
The leader follows a
transactional approach, offering something of value in return for support from
the follower for a plan or work on a task.
10. Pressure: 2.
The leader follows a
coercive approach with tactics such as threatening words and behaviour.
References
1 Grint, K. (2010) Leadership: A very short introduction.
Oxford: Oxford University Press.
2 Jackson, B. & Parry, K. (2008) A very short, fairly
interesting and reasonably cheap book about studying leadership. London: Sage.
3 https://www.reference.com/business-finance/definition-good-leadership-bdd84b285c63cb4f?aq=definitions
for leadership (accessed 6 July 2017).
4 https://www.mindtools.com/pages/article/newLDR_41.htm
(accessed 6 July 2017).
5 http://www.businessdictionary.com/definition/leadership.html
(accessed 6 July 2017).
6 Kirkpatrick, S.A. & Locke, E.A. (1991) Leadership: Do
traits matter? Academy of Management Executive 5(2): 48–60.
7 Stogdill, R.M. (1948) Personal factors associated with
leadership: A survey of the literature. Journal of Psychology 25: 64–66.
8 Fiedler, F. (1974) The contingency model – new directions
for leadership utilization. Journal of Contemporary Business 3: 65–79.
9 Hersey, P., Blanchard, K.H. & Dewey, E.J. (1996) The
management of organizational behavior: Utilizing human resources. 7th edition.
Englewood Cliffs, NJ: Prentice Hall.
10 Northouse, P.G. (2010) Leadership theory and practice. 5th
edition. Thousand Oaks, CA: Sage.
11 Yukl, G. (2010) Leadership in organisations. 7th ed. Upper
Saddle River, NJ: Prentice Hall.
Lebogang
K Tlou
18/05/2020
G11t0407
Chapter
3: Leadership Vs Management
Written
Task
INTEGRATIVE CASE STUDY: Ruud Krol
Dutch footballer Ruud Krol was born on 24 March 1949. He was
capped 83 times for his native country. After his retirement, he became a
football coach. The following30 are some of the many well-known and successful
teams he coached:
Team
From
To
Club Africain
January 2016
June 2016
ES Tunis
January 2014
May 2014
Tunisia
September 2013
November 2013
CS Sfaxien
October 2012
December 2013
Orlando Pirates
July 2008
June 2011
As shown, he moved to South Africa in 2008 for a four-year
contract with Orlando Pirates. He did very well at Orlando Pirates and led them
to a historic triple victory – MTN8, League and Nedbank Cup. He had to leave
the club in 2011, however, as his contract was not renewed.
Since Krol, various coaches have coached Orlando Pirates –
many for very short periods. Among them are Júlio César Leal, Augusto Palacios,
Roger De Sá, Eric Tinkler and Vladimir Vermezović.
In June 2016, Orlando Pirates appointed Turkish coach,
Muhsin Ertuğral. However, he officially resigned from his post only four months
later, following his team’s 6–1 loss to Supersport United. According to someone
in the Orlando Pirates camp, many players felt that Ertuğral was dictating to
them and they did not like his training methods. This is why they did not
follow his instructions during the United game.31
Many people then called for the return of Ruud Krol, since
he led the team to its famous domestic triple and was the only coach in 21
years to last for three years at Orlando Pirates. However, Orlando Pirates
chairman Dr Irvin Khoza indicated that this would not happen. According to Dr
Khoza, ‘You cannot dry today’s washing with yesterday’s sun.’ He believes that
it was the structure at Orlando Pirates that had helped Krol win the triple. He
felt that everything contributed to Krol’s success, namely the coach, the
players and the supporters.32
In February 2017, Swedish coach Kjell Jonevret was appointed
as the new coach of Orlando Pirates. He intends to have a game plan for every
match and situation.33
Source: Soccerway. (n.d.) R. Krol. Available at
http://za.soccerway.com/coaches/ruud-krol/172054/(accessed 15 July 2017);
Phakaaathi reporter. (2016) Revealed: What caused Ertugral to leave Pirates.
Available at http://citizen.co.za/phakaaathi/1339862/revealed-caused-ertugral-leave-pirates/
(accessed 20 August 2017); Klate, C. (2016) Irvin Khoza rules out reappointment
of Ruud Krol. Available at
http://www.kickoff.com/news/70375/irvin-khoza-rules-out-reappointment-of-ruud-krol
(accessed 12 March 2017);Staff reporter. (2017) Kjell Jonevret says he has ‘a
game plan’ for all eventualities facing Orlando Pirates. Available at
http://www.kickoff.com/news/73475/kjell-jonevret-says-he-has-a-game-plan-for-all-eventualities-facing-orlando-pirates
(accessed 13 March 2017).
Case study questions
1.
Do you think Ruud Krol has sufficient
experience as a leader to be appointed as the Orlando Pirates coach for a
second time?
If playing professional football for eighteen years qualified Ruud Krol
to coach football in a country previously colonized by your native country of
origins, then Ruud Krol chose a great period in history to seize an
opportunity.
Another example of Dutch persons
seizing a great opportunity (when faced with mediocrity in Netherlands,
admittedly) to head to South Africa and lead is Stenden South Africa, which
arrived in 2002 and is still doing great as an imported Dutch product because
of it’s sustainable nature as an institutionalized product catering to higher
learning.
Ruud Krol was just a guy who
played football in the Netherlands for eighteen years, and who seized an
opportunity at the right point in time in history to have made it work.
If he were a leader, he would
have been willing to return to South Africa and do it all over again for less
wage.
That would have been an
inevitable point of clash in negotiations between himself and Dr Khoza.
We can argue that he lacked the
experience as a leader to be appointed the first time in the first place; but
he showed forth as the situation commanded that he do, and therein was his
leadership correctly situational as Dr Khoza suggests in text.
2.
Why do you think the players did not
follow Muhsin Ertuğral’s instructions? Substantiate your answer.
Language barrier, for starters. If a person is rude, then it
does not matter what language they speak in their rudeness will be sensed,
particularly in Africa where natives are programmed genetically to the
disposition of assuming Ubuntu at a primal level of subsistence: it is, to say,
our nature to show forth personhood of a jovial inclination.
Soccer players
aren’t soldiers: they’re okes who enjoy kicking around a ball, and winning when
they do it together as a team.
When there is an ogre in the room barking
orders in a foreign tongue, South Africans tend to Hellen Keller (ignore on
extreme level) that form of personhood display.
This is the football metaphoric
representation of what lead to Sophiatown being what the area has become.
Neither is it good nor bad, but
telling. I dare not speak to Sophiatown,
for its off topic: and so was He Who Shall Not Be Named, because what’s the
point in learning the name of a forgettable and rude person like this coach?
Even mention of his name makes obedient
students such as myself not want to answer questions correctly, and that’s the
curious effect of bad juju in folks’ names.
3.
Dr Khoza believes that it was the
structure at Orlando Pirates that helped Krol win the triple. He feels that
everything contributed to Krol’s success, namely the coach, the players and the
supporters. Do you think he is correct in his reasoning? Explain why.
Krol’s only experience prior to
that experience had been playing as a midfielder for 18 years professionally in
3 teams.
To be personal in terms of emphasis on
the points made in See Question 1 response, reiterated HERE, I’ve worked
in media 9 years now and my station has only ever been deemed fit at ‘intern’
level.
We are in a climate where more and more
is being added to the list of hoops individuals need to jump through to be
worthy if they wish to belong to the grouping of persons who are viewed as
relevant to the System (Critical members of staff, for instance).
Thus, Krol got lucky, and Europe
evidently pays better than Orlando Pirates, and that is what it is. Some coaches do it for the money, and some
folks do what they do for the love of the craft in it. Leaders and managers.
Krol developed his managerial principles
when coaching Orlando Pirates, and these serve him well in Europe.
4.
Dr Khoza is the chairman of Orlando
Pirates. Should he play the role of a leader, a manager, or both?
He should be managing, though the
role demands that he be ready to lead when the situation commands.
So,
it doesn’t matter what he does because he does both as both come up.
That’s as much insight as I shall ever
again apply to football in my life as a passively disinclined spectator.
(Ladzani, 20180228, pp. 67-68)
Ladzani, Rudansky-Kloppers,
Strydom. (20180228). Leadership
[VitalSource Bookshelf version].
Retrieved from vbk://9780190723712
Always check citation for
accuracy before use.
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19/05/2020
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Chapter 4: How come I feel betrayed by Nelson Mandela
INTEGRATIVE CASE STUDY: Nelson Mandela87
Nelson Mandela is possibly the person most people
would quote as the example of a great leader. When one looks at his achievements
– leader of the African National Congress (ANC) youth movement, founder of the
military wing of the ANC, freedom fighter turned political prisoner, first
black president of South Africa, Nobel Peace Prize winner – he would certainly
qualify as one of Carlyle’s Great Men.
This raises the question of whether Mandela was born
this way, or whether he made himself into the leader the world now
acknowledges. He was born into a royal family, his father being Chief of the
Thembu tribe. Genetically, then, he could be said to have been born with genes
that have evolved through natural selection to give him an advantage. It
certainly gave him the natural physical features that are commonly described by
people who have met him: his height, his erect stance, his large hands, his
warm, engaging smile, and his regal bearing, even when dressed in prison
clothing. These physical features caused Kobie Coetsee, South Africa’s minister
of justice during the last years of Mandela’s incarceration, to comment that Mandela
was a born leader.
His genetic make-up may also have given him the
prodigious energy with which he is credited. As a regular routine that Mandela
held even before being imprisoned, he would wake at 4.30 a.m. and proceed to do
an hour’s exercise before sunrise. Prior to his imprisonment, this was a run to
help in his training as an amateur boxer. Even being in prison did not prevent
him from initially running on the spot and, later, when in a larger cell, from
running circuits for an hour. In later life, this routine was maintained with
an hour’s walk before sunrise.
He was also said to possess a keen intellect and a
thirst for knowledge. While in prison, Mandela realised that an armed struggle
could never succeed, and that any lasting solution in South Africa had to
involve all South Africans, black and white. He realised that he needed to
understand his enemy, so he set about learning the Afrikaans language and
history. Frequently, he showed an ability to recall the facts he had learnt,
and he did not hesitate to try out his knowledge of the Afrikaans language on
his guards. In fact, throughout his life there is plenty of evidence to suggest
Mandela was clever and willing to take risks.
When people recall their first meeting with Mandela,
they generally relate how comfortable he made them feel. Mandela seemed to have
a knack of making people feel welcome, from the people he met in the street to
his prison guards and the leaders of the far-right white supremacist parties.
His secret is said to be that he is willing to meet friend and foe alike and
that he gives and expects respect. It is said that Mandela assumes that he will
like the people he meets and that they will like him. His open and honest style
helps in this respect- and trust-building exercise.
This relational approach came from that great
preparation that Mandela put in before meeting key people. For example, before
meeting the head of Pollsmoor Prison, Major van Sittert, Mandela learned
everything he could about rugby; on his first meeting with Van Sittert in a
prison corridor, he launched straight into a discussion about rugby – entirely
in Afrikaans!
Again, before his first meeting with P.W. Botha, then
president of South Africa, he prepared meticulously over a period of days,
learning facts about Botha and preparing to discuss the situation. He focused
on the similarities between the Afrikaans people’s struggles throughout history
and the African people’s struggle against apartheid, an argument he could carry
due to his knowledge and his sincerity.
Stories that are told about his respect for others
include his apologising to maids around the world for making his own bed, a
habit he developed in prison and that never left him. He is also said to have
stood every time the Afrikaans lady who served tea to his guests when he was
president came into the room, and to remain standing until she left.
All the while, through this use of personal
relationships and through his clever and beguiling style, Mandela was always
focused on the task: to end apartheid and unite his nation. He understood that
this could only happen in a bloodless way if people put aside old prejudices
and learnt to trust one another. In the end, South Africa’s relatively peaceful
transition from apartheid state to modern democracy is testament to his
understanding, patience, focus and ability to bring people along with him.
Case study questions
1.
Nelson Mandela was clearly born with
some genetic advantages, but do these account for all his success as a leader?
This article is why there were protests in 2014
calling for “decolonized education”, because the reverence of former president
Nelson Mandela is one celebrated exclusively by Western citizens, some Asians
and persons on Africa who have not engaged critically with the facts. The facts are elusive to gain, let alone
critically become critically engaged on by a quorum filling constituency.
This is because the gates to the education Nelson
Mandela listed as the “most powerful weapon” towards ending oppression,
remained barred by former oppressive gatekeepers and their affiliated
stakeholders in profit management institutions post-democratization.
Nelson Mandela settled for Democracy, which is a
discourse which still overlooks ethno-cultural diversity in its application,
and which threatens native ethno-culturalism at a radical rate beyond control.
Democracy, clearly, has failed in South
Africa – as well as across the continent where governments are Democratic yet
corrupt en mass et al.
When the world thinks of Africa, they
automatically think poverty; and when the world thinks of African politics,
they automatically think “corrupt and easy to tempt”.
Nelson Mandela was not born with any
advantages because of his genes, unless the genetic context is
meant to be inclusive of all Africans (because All South Africans are
definitely descended from chiefs, chieftains, kings, queens and monarchs –
particularly regarding the legacy of Negus Negast, as is presently becoming
revisited by notable scholars of African theism and rule, myself included – it
must be conceded, at this point in discourse.
To cite Nelson Mandela as purely Tembu is to overlook
his !XamSan ancestry (noticeable in his facial features of high cheek bones and
thin lips). To include his !XamSan ancestry, is to thus concede that the same
genetic advantages Old Nelson held are prevalent characteristics in every
single South African born before or after he was.
The West has long sought to hold one type of person in comparison to another.
In the above extract it is confirmed JUST HOW MUCH Nelson had to change himself
to fit into the Afrikaans mold of ‘worthwhile to engage with’.
Ek is heeltemal vyvtaalig. As ek wou, sou ek al my taake in Afrikaans in
uitvoltooi, maar hoekom sou ek so drasties raak? Ke eng e e ka etsang go re motho
a ngale so?
I belong to more than one tier of our society, and I
have lived too long a life at 28 to glorify Nelson as being ‘born to lead’,
when he only joined the struggle when it became inconvenient for him to deny
it’s existence. Of course he settled for a peaceful way. However, did you know that Jacob Zuma is the
one who actually brought peace to South Africa between 1992/3 IFP-ANC
conflicts? Just read the presidential website’s
write-up on Jacob Zuma, and ask me fairer questions – which hold more weight,
and less colonial rhetoric.
2.
How much do you think Mandela’s
reputation as a great leader is down to his hard work and intelligence, and how
much to his attributes?
A lot of Nelson Mandela’s reputation as a great leader
is owing thanks to former presidents Thabo Mbeki and Jacob Zuma, respectively,
who arranged and managed all the negotiations which lead to Mandela’s release,
as well as oversaw all the negotiations which lead to Nelson Mandela becoming
president. His intelligence was great,
yet his resolve was shaken in the face of hardship and bloodshed.
That said, he made the best decision ever in settling for peace under
democracy, though this was a short-term solution so long as natives held none
of the mineral or power resources – and Nelson Mandela knew this. Yes, he brokered peace – though did that
peace last, or was South Africa post 1994 a country aligned with destruction? Do we blame the ANC? No. Do we blame white
people? No. We blame the very institution of government, and the ideals of such
structures which are alien to our diaspora, which served as freeroaming folks
before invasion and state capture in 1652, but the victors write history, after
all; and pick and choose leaders to ascribe fantasy ‘genetic advantages’ to.
Lol.
Also, I engage critically, and expect the same level
of critical engagement in assessment. I
am answering in response to questioning which I feel is one-sided, imbalanced
and colonial in architecture, and that’s a valid observation to note out.
3.
If you were to place Mandela on Blake
and Mouton’s Managerial Grid, where would you place him, and why?
5,5 is where Mandela places on Blake’s grid. According to Blake, “5,5 (mid-level concern
for people and production, or Middle-of-the-Road Management): Balancing enough
task focus with enough people focus to move the organisation along in an
adequate manner. A middle-of-the-road leader of a construction company might,
for example, casually monitor job progress and allow workers to sort their
duties out themselves. (Ladzani, 20180228, p. 88)
To
substantiate the views above, let us look at what was not taken to heed in
post-1994 during Mandela’s Presidency:
- Jails were not emptied of political prisoners of
minimal repute.
- Education was not restructured to mandate that some white teachers relocate
to Township Schools, some black teachers relocate to former middle c schools.
- Higher Education was not freed, nor free housing evenly redistributed.
- Increase in tenderpreneurship since 1995.
- Formerly colonized lands were not redistributed to the natives who occupied
them pre-European invasion.
- Formerly ‘sole access’ Caucasian citizens maintained access, needing to work
even less to retain it with formerly oppressed and accessless persons
accumulating debt and becoming available to being extorted by greedy corporate
moguls.
If none of these points are regarded acquis Communautaire, then I accept
a fail for this entire assignment. If Nelson Mandela were the leader this
textbook claims he was, then he would have used his time in presidency to
deliver on these 6 basic deliverable, then, was he the leader his people
needed, or the leader Afrikaans people felt was civilized (ie, able to speak Afrikaans,
and show white people respect for being white as a sole requirement for
respect)?
The marker may here decide. At least
Hitler was blatant in leading his people to hell: Old Nelson echoed Desmond
Tutu’s ‘rainbow nation’ definition for ubuntu, which literally translates to no
such thing, yet that was how it was used by old Nelson, who should have known
better.
It’s why he lived so long, and deteriorated. Our people hold that evil people
die very old and dependent on those whom they subjected to their evil
ways. We saw Old Nelson reach a level of
old nobody wants to see, respectfully, and that was Karma.
4. Do
you think the characteristics and behaviours depicted in this case would have
allowed him to lead in other circumstances? How transferable do you think his
leadership attributes and skills are, and why? What is your evidence?
There are very few occasions which call to high
treason against one’s own identity on Africa.
Old Nelson would have been a great Lawyer (irony), because to practice
law one must prove oneself able to adapt to Latin and Greek and Roman, as South
Africa has subscribed to Roman Dutch Law since the establishment of VOC’s
pitstop in 1652.
This same law was subjected (1652-1799) on native persons who had no idea what
Roman Dutch even means. Between
1800-1960, Roman Dutch Law was enforced to such degree that natives (who did
not really understand why we had to be slaves, and not free on our own land,
even till this very day) had to abide by this.
To be Roman is to be Novel, or ‘ideal’,
and thus the originating concept of Romanticism, or ‘idealism’. Romans were, at the origins of our era as
what we know it, regarded as ‘Ideal’, for Rome owned the world (acquis
Communautaire). So, Roman was applied to most legal precepts to symbolize
origin of the basis (Idealism) and the context in which they are applied post-Rome,
ie, Roman Dutch for Dutch colonies and the Netherlands, and many other
examples.
So, in displaying ‘Roman’ qualities (and not genetic
traits) is how Nelson Mandela came to be regarded as the Hero of Apartheid,
though the record shows that our three latter former presidents did far more
than Nelson Mandela did, and I am neither the first nor the last person making
these claims, citing ‘genetic leadership traits’ as merit to be taken at face
value, because Nelson had no genetic advantage over me.
(Ladzani, 20180228, pp. 103-104)
Ladzani, Rudansky-Kloppers, Strydom. (20180228). Leadership [VitalSource Bookshelf
version]. Retrieved from
vbk://9780190723712
Always check citation for accuracy before use.
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Summary
Assessment
Section 8: Strategic Leadership
‘The most
powerfully transformative executives possess a paradoxical mixture of personal
humility and professional will. They are timid and ferocious, shy and fearless.
They are rare – and unstoppable,’ James Jim Collins, 2001
Lebogang K
Tlou
Philologist
g11t0407@campus.ru.ac.za
lebsie210@gmail.com
Foreword
Preliminary
engagement with literature regarding Strategic Leadership in the modern
context is found to be omissive in scope, and lacking. To teach beginning of thought leadership in
the framework of learning strategic leadership at the “Ansoff Matrix” is to
cheat many great leaders of a spot in the spotlight.
The aim of scholarship is a the
acquiring of a holistic, discussable view of ergonomics – which is the Latin
word for ‘how things work’ as a phrase.
Phrasing is
the key.
Russian-American
citizen created the Ansoff Matrix which was a framework tool devised for
summarizing broad concepts into vague sentences on paper to the satisfaction of
moguls with acquiring wealth needing to be shielded with jargon.
Vague concepts sell in a jargon-riddled
world, and that is what the united states of America truly was when Igor Ansoff
was growing up. In 2014, when writing a
research portfolio assignment on Samuel Beckett and The Absurdist
movement of the modern era as a Drama 3 course requirement, was when I
discovered that “to understand a phenomenon, one must understand the names
behind it so as to ascertain what motives were held in becoming known as what
they are known by generations later who come to study them,” (Tlou, 2014: Finding
Godot: There’s an absurdist on my stage).
Thus, applying the logic which lead to reasoning that Godot was
essentially the author, who was present all along as the author – I realized
that a lot of what is realized as worthwhile teaching material is taught in
bulk so as to bore the learner from even daring to aspire about enquiring about
the names behind the models which are prescribed by, essentially, an invasive
view of Strategy developed during the cold war by the son of a devout Wilsonian
spy and his Russian revolutionary wife.
Yet, how
does it fair to teach the practice models of constant trial and error – when we
have seen the decisive successes in strategies of the past (before Hitler) on
the Indian subcontinent in the historic epic battles written about in the Mahabarata
– the historic record from the Kurukshetra War between the Kauravas and
Pandavas where cousins duked it out.
More subtle would be the great teachings of Sun Tzu for those looking to
sail the Blue Ocean (Kim, Maubourgne: 2005) rendering all which was relevant in
2019 obsolete for the cunningly sharp blessed with grit.
Summary
DISCUSSION
POINT: Humility and fierce resolve as leadership?
Collins’s
Level 5 leadership is at odds with more traditional views of charismatic
leadership, and with the larger-than-life leaders we often hear about in the
media.
Contrast
the humble ‘flying below the radar’ Level 5 leadership of Dr Rupert with the
publicity-seeking of some of the leaders of today. How would you reconcile
these two views of strategic leadership?
How might
the characteristics of Level 5 leaders act as a substitute for charisma? And
how would such leaders communicate their vision to others?
What kind
of senior management teams would each type of leader build, and how would these
contribute to the performance they were able to deliver?
When might
each kind of leadership be most effective? Are there specific industry sectors
or situations that would favour each of the approaches, and how might each type
of leader come to power? (Ladzani, 20180228, p. 213)
References
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