When does Good Leadership Become Good Management - Assignment Help

Assignment Task:

Task:

Aims of this lecture are to facilitate better understanding about:

The depth and breadth of evidence about the impact of workplace relationships such as Leader Member Exchange (LMX) on employee outcomes.

Why giving organisational support to employees improves organisational performance and effectiveness

What is wrong with leadership and management in Australia? In Asia? World wide?

Australia? – The Karpin Report (Karpin 1995) presented findings from a taskforce to investigate the quality of Australian business leadership and management. The context was falling per capita productivity and the rise of the developing Asian economies – ‘Asian Century’ – a new focus away from Western Europe and North America toward Asia.

Karpin Report (Karpin 1995) identified a gap between Australia’s existing capabilities and best practice across most sectors. The report argued for significant improvement in the general quality of leadership and management, as ‘…the majority of Australia’s managers do not have the education or skill levels of those of the major trading nations’.

Aim

understand the depth and breadth of evidence about how authentic leadership and psychological capital fit together

develop a basis for linking authentic leadership to Leader-Member Exchange (LMX) and psychological capital (PsyCap)

INTRODUCTION
Effective learning, through formal training and development programs and informal vicarious learning through teamwork, is one of the key methods for organizations to increase employee productivity and organizational effectiveness (Chen & Klimoski, 2007; Tharenou, Saks, & Moore, 2007). As such, US organizations spent ~$164.2 billion on upskilling their employees in 2012, and this figure is growing every year (Association of Talent Development, 2015). However, in comparison to the private sector, there is far less focus on learning via formal training and development programs in the public sector and it is less available and accessible. Additionally, there is a stronger requirement for public sector employees to learn on the job non-formally through incidental learning from colleagues (Berman, Bowman, West, & Van Wart, 2012).

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