.

'Many job design experts who have studied the changing nature of work say that stress can
be reduced through the redesigning of jobs in the workplace'. Organisations can use a
number of tools to aid in redesigning jobs. Leadership can be integral in ensuring the
workplace is one where persons want to meet organisational goals. Leaders must possess
certain traits to aid in ensuring that their employees meet their potential. Leaders must be
energetic, be able to influence others and demonstrate a high level of effort. Nevertheless a
leader can possess these traits but face contemporary issues leading in today's business
1. A. Do you agree or disagree with the quote in the first line of the Prelude? State clearly
your stance and why.
Answer
Regarding the quote from the Prelude's opening line, I wholeheartedly agree that stress can be
reduced through the redesigning of jobs in the workplace. This stance is supported by numerous
studies and theories in organizational psychology and human resource management. Scholars
such as Robbins and Coulter (2016) emphasize the importance of job design in creating roles that
offer autonomy, skill variety, task significance, and feedback, all of which are crucial for
reducing stress and enhancing intrinsic motivation. Additionally, the Job Characteristics Model
(JCM) proposed by Hackman and Oldham further validates this concept by highlighting these
fundamental job characteristics as essential for lowering stress and improving job satisfaction.
Empirical evidence from interventions supports the effectiveness of job redesign initiatives in
reducing stress when employees are actively involved in the process. For instance, in a study
conducted by Morgeson et al., (2006) where job redesign modifications were primarily led by
managers and external consultants, the findings indicated improvements in job design and work
outcomes. However, a more significant impact on stress reduction was observed in a job redesign
intervention among knowledge workers in Denmark, as reported by (Sorensen & Holman, 2014).
In this study, employees were heavily involved in identifying, creating, and implementing job
redesign initiatives aimed at reducing workload and modifying work procedures. This approach,
emphasizing employee participation and co-creation, yielded more lasting and successful results
in stress reduction compared to interventions led solely by managers and consultants.
Thus, based on theoretical frameworks and empirical evidence, including findings from studies
such as those by Morgeson et al.. (2006) and Sørensen and Holman (2014), I firmly agree that
job redesign can indeed lead to reduced stress in the workplace.
1. B. Discuss the three (3) job design tools as addressed in the course which can be used to
reduce job related stress.
Three job design tools that can be utilized to reduce job-related stress are job rotation, job
enlargement, and job enrichment. Job rotation, as highlighted by Papalexandri and Bourandas
(2003) provides employees with the opportunity to diversify their tasks by moving through
different roles for short periods. For example, at Paul Morris Secondary School (PMSS) teachers
are rotated to teach various subjects, enhancing their professional growth and enriching the
educational experience for students. This practice fosters a flexible and collaborative learning
environment, promoting staff adaptability and skill diversity. Moreover, it facilitates the sharing
of best practices and expertise among teachers, elevating the overall quality of education at the
school. Researchers such as Georgantza & Samanta (2017) suggest that job rotation can boost
employee motivation by combating fatigue and monotony through the novelty of changing roles.
Additionally, the advantages of implementing job rotation in an organization include gaining
experience and professional growth, deepening comprehension of objectives and scope, and
enhancing adaptation to the organizational culture (Jackson & Schuler, 2006).
The second job design tool, job enlargement, enhances the work experience by introducing
innovation, challenge, and rewards for employees. Awan et al. (2023) describe this technique as
involving the assignment of a broader range of activities and additional tasks to employees,
enabling them to acquire new knowledge and skills, ultimately leading to increased motivation
and higher performance levels. At PMSS, many teachers are assigned additional responsibilities
that go beyond their traditional teaching duties. For example, teachers are involved in
coordinating school events like the teachers' career showcase, leading professional development
workshops, and participating in committees related to student council or the health and safety.
These expanded roles and responsibilities provide educators at PMSS with opportunities for
personal and professional growth. The research findings by Awan et al. (2023) indicate that job
enlargement significantly impacts teachers' performance and motivation within an institution.
These results are consistent with the arguments of Ameh and Shokumbi (2013) who suggest that
job enlargement boosts productivity and outcomes by leveraging workers' strengths in task
execution. Additionally, the study highlights that job enlargement makes teachers' roles more
engaging and offers opportunities for peer learning. These findings align with the views of
Saleem et al. (2012) emphasizing the pivotal role of job enlargement in restructuring workers'
capacities to drive operational changes, thereby enhancing overall organizational productivity.
Furthermore, the research underscores that job enlargement fosters opportunities for professional
development through peer learning, supporting the assertions of Jathana (2011). Moreover, job
enlargement serves as a foundation for enhancing job specifications, managing workload, and
ensuring job security, as it signifies an expansion of workers' roles and positively contributes to
job motivation, as exemplified at PMSS.
Lastly, job enrichment serves as the final job design tool. Job enrichment enhances the
complexity of an employee's job by adding responsibilities requiring higher-level skills, focusing
on personal growth, recognition, and increased decision-making authority for employees (Norris
& Porter, 2012). At PMSS, job enrichment involves expanding the responsibilities and
autonomy of teachers or staff members. Teachers are provided with opportunities to engage in
curriculum development, mentorship programs, and extracurricular activities. By empowering
teachers to design and implement innovative teaching strategies, projects, or programs, their
roles are enriched, fostering a sense of ownership and fulfilment in their work. This approach not
only boosts job satisfaction but also cultivates professional growth and creates a more engaging
educational environment for both educators and students. Lunenburg (2011) conducted a study
on the impact of job enrichment and enlargement on job satisfaction and motivation, revealing
that organizations where employees are involved in enriched and expanded roles tend to witness
reduced turnover, decreased absenteeism, and enhanced overall performance. Eke (2023) asserts
that job enrichment enhances teachers' engagement in academic and non-academic
responsibilities, thereby contributing to educational objectives. The effectiveness of teachers in
fulfilling these objectives underscores the importance of appropriate job enrichment in advancing
institutional goals.
2. Based on the traits associated with leadership as discussed in the course, clearly state and
discuss the traits that are associated with leadership as alluded to in the prelude. Link each
of the traits to a known leader. Clearly indicate how these traits will lead to the attainment
of organisational goals.

A variety of characteristics are possessed by effective leaders, which helps them successfully
lead their teams to organizational success. Drive, desire to lead, honesty and integrity, self-
confidence,, intelligence, job-related knowledge and extraversion (Robbins & Coulter, 2016).
These qualities help leaders create an environment of trust, confidence, well-informed decision-
making, and a sense of accountability for the welfare of others. Leaders can motivate, sway, and
direct their teams toward accomplishing organizational success by exhibiting these qualities.

In the prelude, several key traits associated with effective leadership are alluded to, emphasizing
the qualities that leaders must possess to drive organizational success. These traits include drive,
the desire to lead, and self-confidence.

As alluded to in the prelude, drive stands as the initial trait associated with leadership. Gutterman
(2023) describes drive as encompassing high levels of energy and stamina, initiative, ambition
regarding work and career leading to the establishment of hard, challenging goals for themselves
and their organizations, tenacity, persistence, and achievement orientation. According to Bennis
(1989), leaders who innovate, inspire trust, possess a long-range perspective, focus on
developing people's strengths, and have the ability to translate vision into reality are identified as
positive leaders. The preface emphasizes how crucial it is for leaders to demonstrate a high
degree of vigor, initiative, and effort. Drive includes qualities like aspiration, perseverance, and
taking the initiative to accomplish objectives. Driven leaders are naturally inclined to put in a lot
of effort, set difficult goals, and keep going after they have encountered difficulties. This quality
is necessary to boost motivation.

One known leader who exemplifies such a characteristic is Elon Musk, the CEO of SpaceX and
Tesla. Musk's relentless pursuit of ambitious goals, such as making space travel more accessible
and transitioning to sustainable energy, showcases his extraordinary drive. This drive allows Elon
Musk to proactively address challenges and strive for improvement, leading to the attainment of
organizational goals. Tesla owns the whole supply chain, from production to distribution, which
sets its business model apart from that of the majority of automakers.
The ultimate objective of this strategy is to reduce the costs associated with manufacturing and
products sold, guaranteeing the viability of the). Tesla's distinctive business model diverges from
traditional automobile manufacturers as it encompasses ownership of the entire supply chain,
spanning manufacturing to distribution. This strategic approach is underpinned by the
overarching objective of reducing both manufacturing costs and costs associated with goods
sold. The primary aim is to bolster the sustainability of the business in the long-term company
(Bilbeisi & Kesse, 2017).
The second trait associated with leadership, as referenced in the prelude, is the desire to lead.
Leaders who possess a genuine desire to lead are adept at inspiring and influencing others
towards organizational goals. According to Hao and Yazdanifard (2015) leadership represents a
form of authority whereby an individual possesses the capacity to influence or alter the values,
beliefs, behaviours, and attitudes of others. Their passion for leadership fuels their commitment
to fostering collaboration, empowering team members, and aligning individual efforts with
collective objectives. By cultivating a sense of purpose and vision, these leaders rally their teams
around common goals and foster a culture of engagement and ownership. Northouse (2009)
asserts that individuals with strong leadership capabilities possess the ability to influence others
effectively, thereby facilitating the achievement of the organization's goals and objectives. As a
result, organizational goals are pursued with greater cohesion and unity, leading to more effective
execution and outcomes.
Indra Nooyi, the former CEO of PepsiCo, exemplifies a strong desire to lead. Throughout her
tenure, Nooyi demonstrated a commitment to creating a work environment where organizational
goals were met. Her leadership style focused on empowering employees and fostering a culture
of innovation, reflecting her desire to lead and influence others towards achieving these goals.
Since it is the foundation of effective leadership behaviours and actions, the trait of "desire to
lead" is essential to driving organizational success. As per Northouse's (2009) findings, people
who possess a strong inclination towards leadership are inclined to demonstrate proactive
conduct, demonstrate initiative, and motivate others towards shared objectives. This proactive
strategy helps the organization develop a feeling of purpose and direction while also inspiring
team members. Moreover, Robbins and Coulter (2016) have observed that leaders who genuinely
want to lead are more committed to helping their teams grow, offering direction, and
encouraging cooperation. Organizations can leverage employee efforts to achieve shared goals
and promote long-term success by fostering a culture of empowerment and leadership
(Northouse, 2009).
The final trait from the prelude is self-confidence: Self-confidence stands out as a critical
attribute required for leaders to ensure an efficient management process. Unfortunately, a lack of
self-confidence in leaders leads to inconsistent decisions, erodes trust, and hinders effective
negotiations, as employees feel uncertain about their future and struggle to inspire confidence in
others (Baxram, 2024).
Self-confident leaders inspire trust and instil confidence in their teams, enabling them to navigate
challenges with resilience and determination. Their unwavering belief in themselves and their
vision fosters a positive and supportive work environment, where employees feel empowered to
take risks, innovate, and push boundaries. This confidence cascades throughout the organization,
instilling a sense of assurance and optimism that fuels productivity and performance. As a result,
organizational goals are pursued with conviction and tenacity, as leaders and employees alike are
confident in their ability to overcome obstacles and achieve success (Lee et al., 2010).
Sheryl Sandberg, the CEO of Facebook, embodies self-confidence in her leadership role.
Sandberg's confidence in her abilities and decisions has been instrumental in driving Facebook's
growth and innovation. Her self-assurance inspires confidence in her team, encouraging them to
perform at their best and achieve organizational goals.
Self-confidence is a key trait that directly contributes to the achievement of organizational goals.
self-confidence enhances a leader's ability to communicate effectively and inspire others.
Confident leaders are better able to convey their vision and goals to their teams, rallying them
towards a common purpose and motivating them to perform at their best. This clarity of
communication fosters alignment and cohesion among team members, leading to increased
collaboration and synergy towards achieving organizational objectives (Baxram, 2024),
Moreover, self-confident leaders are more resilient in the face of setbacks and obstacles. They
maintain a positive outlook and believe in their ability to overcome challenges, which in turn
instills confidence in their team members. This resilience and optimism create a culture of
perseverance and determination within the organization, driving sustained efforts towards goal
achievement even in the face of adversity (Singh, 2013).
Part 3 Discuss the three (3) contemporary issues which managers may face when leading in
today's business environment as addressed in the course. Link each of the issues to your
organisation or an organisation you are familiar with.
In the contemporary business environment, managers grapple with several pressing issues that
shape their leadership approach. Three notable challenges include national culture, employee
empowerment, and emotional intelligence.
The first contemporary issue is National Culture. National culture exerts a significant influence
on various aspects of organizational dynamics, including managerial decision-making, leadership
styles, and human resource management practices (Ahmad et al., 2021). Moreover, national
culture encompasses the collective attitudes, belief systems, values, and traditions that are
specific to a particular nation (Dartey-Baah, 2011). In a globalized world, businesses operate
across diverse cultural landscapes, presenting managers with the challenge of navigating cultural
differences. National culture significantly influences communication styles, decision-making
processes, and organizational norms, which in turn can impact team dynamics and performance
(Vveinhardtl, 2018). For instance, at the PMSS exemplifies how national culture influences
organizational practices. It incorporates, consensus-building, open communication, and
collaboration, the PMSS promotes inclusivity and harmony within the organization. This
approach fosters a cooperative atmosphere where diverse viewpoints are respected, leading to
more efficient decision-making procedures that align with the nation's values of harmony and
cooperation.
consensus-building, open communication, and collaboration, promoting inclusivity and harmony.
This approach fosters a cooperative atmosphere, respecting different viewpoints, and facilitates
efficient decision-making procedures, reflecting the nation's values of harmony and cooperation.
Employee empowerment is the second contemporary issue. Kumar and Kumar (2022) state
employee empowerment involve providing employees with autonomy and responsibility in
decision-making regarding their organizational goals. This empowerment fosters a sense of
ownership, improves job satisfaction, and aligns employees with organizational objectives
(Papool, 2023). Empowered employees are more likely to exert additional effort and actively
contribute to the overall success of the organization. The benefits of employee empowerment, as
outlined by Spreitzer (1995), are extensive, including improved job satisfaction, increased
productivity, enhanced creativity and innovation, and greater employee retention. Ultimately,
these advantages contribute to enhanced organizational performance. Empowering employees to
take ownership of their work and contribute to decision-making is crucial for innovation,
engagement, and job satisfaction, requiring a shift in leadership mindset and organizational
culture towards decentralization and trust. This approach fosters collaboration, innovation, and
continuous improvement, driving sustainable growth in today's dynamic business environment.
An example of employee empowerment at PMSS is the establishment of a student mentorship
program led by teaching staff. In this program, teachers are given the opportunity to mentor
students outside of the traditional classroom setting. Teachers can volunteer to mentor students
who may benefit from additional support, guidance, or mentorship. Through this initiative,
teachers have the autonomy to develop personalized mentoring plans tailored to each student's
needs and goals. This empowerment allows teachers to make a direct impact on student success
beyond academic instruction, fostering a supportive and nurturing learning environment.
Additionally, by involving teachers in student mentorship, PMSS promotes collaboration and
strengthens relationships between faculty and students, contributing to a positive school culture
and holistic student development.
The final issue is Emotional Intelligence. Effective leadership and teamwork performance
depend heavily on emotional intelligence (EI), which includes understanding others in the
context of social dynamics. Emotional intelligence (EI) allows people to recognize subtle
emotional cues and use this knowledge to manipulate and control their emotions in order to
influence other people. Therefore, it is a fundamental element in cultivating the proficiencies
required for triumph in leadership and cooperative undertakings (Coronado-Maldonado &
Benítez-Márquez, 2023). Leaders with emotional intelligence are better at encouraging and
motivating their staff members to realize their own potential. This is because emotionally
intelligent leaders are capable of identifying and skilfully handling their subordinates' emotions.
They are able to build rapport on a personal level with those they lead and cultivate an
environment in the workplace that promotes productivity, creativity, and innovation (Zafar et al.,
2023). Managers with high emotional intelligence can facilitate improved communication,
conflict resolution, and team dynamics (Babatunde et al., 2023).
Teachers and administrators at Paul Morris Secondary School (PMSS) handle student conflicts in
a way that exemplifies emotional intelligence. Teachers and administrators show empathy and
use active listening techniques to comprehend the viewpoints and underlying emotions of all
parties involved when disagreements or issues arise among students. Rather than merely
applying punishment, they have productive conversations with students, assisting them in
managing their feelings and coming up with win-win solutions. Students feel heard, respected,
and valued in a supportive and inclusive school environment that is fostered by PMSS's
emphasis on empathy and understanding. This method of resolving conflicts supports social
development and emotional health in addition to building strong relationships among students; it
is in line with the concepts of emotional intelligence. These initiatives are geared towards
fostering a positive and supportive work environment conducive to employee well-being and
organizational success.
These modern concerns show how complex leadership is in today's business environment and
stress the value of interpersonal skills, cultural sensitivity, and adaptive leadership techniques in
meeting the opportunities and challenges brought about by the changing business environment.

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